Employee engagement: what simple steps are

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      Employee engagement: what simple steps are
                    you missing?
                      Ben Willmott
                      Head of Public Policy
                      CIPD

                      Raffaela Goodby
                      Head of OD, Engagement and Well Being
                      Birmingham City Council

                      Carlie Bryan
                      Reward Manager - Benefits and Recognition / HRD
                      BDO

* Moderated by Alex Whitson, Head of Content, PM Webinars

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                          Poll 1
Does your organisation have an established reward and recognition
scheme in place?
a. Yes
b. No

Developing engaging leaders

                   Ben Willmott
              Head of Public Policy
Chartered Institute of Personnel and Development

Managers are leaders too
 Engaging for success: enhancing performance
 through employee engagement
 The four broad enablers of employee engagement:
 •   Shared purpose
 •   Integrity
 •   Voice
 •   Engaging managers

Concepts of leadership
are changing
 • “If organisations expect the resources [of
   leadership] to reside in a few gifted people, they
   will be sowing the seeds of their own destruction,
   since a culture that sustain such a conception of
   leadership will reinforce dependency and
   encourage passivity. This will be barren ground for
   nurturing the massive potential within its walls.”

 Beverly Alimo Metcalfe (Engaging leadership;
 creating organisations that maximise the potential of
 their people, 2009, CIPD).

A model of engaging leadership

We’ve a long way to go – employee
attitudes to senior managers

  • 38% of employees agree they trust their senior
    managers; 35% disagree
  • 25% of employees agree the senior managers
    consult employees before making important
    decisions; 52% disagree
  • 39% of employees say they have confidence in
    their senior leaders; 34% disagree
    (CIPD 2013 Winter Employee outlook survey)

‘Reality gap’ in the capability of UK plc’s
    8 million people managers

•   Eight out of ten managers say they think their staff are satisfied or very
    satisfied with them as a manager whereas just 58% of employees report this
    is the case.
•   This ‘reality gap’ matters as the survey finds a very clear link between
    employees who say they are satisfied or very satisfied with their manager
    and those that are engaged
•   Six in ten (61%) of managers claim they meet each person
    they manage at least twice a month to talk about their
    workload, meeting objectives and other work-related issues.
•   However, just 24% of employees say they meet their managers with such
    frequency.
•   More than 90% of managers say they sometimes or always coach the
    people they manage when they meet, while only 40% of employees agree.

What does engaging leadership
look like?
CIPD research highlights the management behaviours
  that underpin sustainable employee engagement

• reviewing and guiding
• providing appropriate levels of autonomy and
  empowerment
• taking an interest in the individual
• providing feedback, praise and recognition
• having a personal manner

Closing the knowing-doing gap

 • Core purpose/strategic narrative
 • Values are important but only if they underpin behaviour
 • There needs to be a common language on leadership that
   business leaders, HR and managers understand.
 • Some sort of leadership capability framework is needed to
   underpin leadership development activities at all levels
 • Management capability audit
 • Data is key – from manager appraisals, 360 degree
   feedback, staff survey results
 • What learning interventions actually embed behaviour
   change?

Leadership development

Evidence base is poor but suggests that three areas
are important:

• Leader identity
• Authenticity
• Learning orientation

Sponsored by:

              Poll 1 - Results
Does your organisation have an established reward and recognition
scheme in place?
a. Yes
b. No

Sponsored by:

                          Poll 2
Do you feel that the recession has had an impact on how your
company implements its reward and recognition scheme?
a. Yes
b. No
c. Not sure

Engaging the front line

      Raffaela Goodby
 Head of OD, Engagement &
         Well Being
raffaela.goodby@birmingham.gov.uk

                                    People Management 23rd May 2013

Birmingham City Council
  C48,000 employees – less
   everyday

  600 locations in Birmingham

  Significant downsizing agenda
   with £650m less

  Range of jobs-solicitors,
   gravediggers, social workers,
   finance officers, planners,
   economists, homeless support,
   corporate parents , refuse
   collectors, parks, policy, politics….

  1.2 million citizens

                                           People Management 23rd May 2013

Engaging at all levels
          Visible, empowering leadership providing a
          strong strategic narrative about the
          organisation, where it’s come from and where
          it’s going.

          Engaging managers who focus their people
          and give them scope, treat their people as
          individuals and coach and stretch their people.

          There is employee voice throughout the
          organisations, for reinforcing and challenging
          views, between functions and externally,
          employees are seen as central to the solution.

          There is organisational integrity – the values
          on the wall are reflected in day to day
          behaviours. There is no ‘say –do’ gap.

           http://www.engageforsuccess.org

The BEST programme
• BEST Leaders – change champions
• Measured and evidenced through
  annual appraisal
• Bottom up empowering approach
• Flexible for all job groups – front
  line
• Dedicated BEST leader development
  around themes
• Strong leadership from CEX and
  Elected Members
• Actions for improvements
• Recognition and reward

A Fresh Start to Employee
         Engagement 2012/13
Employee Voice – A       My Birmingham
Listening Leadership   Rewards – Employee
                            Benefits

    Colleague
 Community – Agile       Employee Health &
     Working                Well Being

….

Engage for Success Practitioner Group

                                    http://www.engageforsuccess.org
                                    laura@engageforsuccess.org
                                    #e4s
      Raffaela Goodby
 Head of OD, Engagement &
         Well Being
                                    Public Sector People Manager’s Association
raffaela.goodby@birmingham.gov.uk
                                    http://www.ppma.org.uk
                                    @ppmawestmids

                                                   People Management 23rd May 2013

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              Poll 2 - Results
Do you feel that the recession has had an impact on how your
company implements its reward and recognition scheme?
a. Yes
b. No
c. Not sure

Sponsored by:

                       Poll 3
How important is developing an employee engagement programme
in your overall HR strategy?
a. Very important
b. Quite important
c. Somewhat important
d. Not important

EMPLOYEE ENGAGEMENT
People Management & Red Letter Days For Business Webinar

CARLIE BRYAN
MAY 2013

EMPLOYEE ENGAGEMENT
Speaker bio
•Carlie Bryan – Reward Manager: Benefits & Recognition
•Due to recent restructure role now includes compensation
•Joined BDO in September 2011
•Contact details:
       +44(0)20 7893 2106 (DDI)
       +44(0)7580984858 (Mobile)
       carlie.bryan@bdo.co.uk
       55 Baker Street
       London. W1U

EMPLOYEE ENGAGEMENT
Company info
• BDO is the award-winning UK member firm of the BDO
international network, the world's fifth largest accountancy
organisation.
• Founded in 1903 as Stoy & Co.
• In 1994 became a member of BDO International network.
•In 2002, became a single national partnership with an associated
office in Belfast and converted to LLP status in January 2004.
• Recently merged with PKF (UK) LLP in Spring 2013, under the
BDO brand the firm now has some 3,500 people in 24 offices in the
UK generating revenues approaching £400 million.

EMPLOYEE ENGAGEMENT
Identifying the needs
• Researched into what appropriate engagement tools should be;
  • Diversity of workforce
  • Difference in demographic
  • Sensitivity to local and national issues
• Undertake annual engagement survey
• Set-up forums and groups to enable staff to have a voice
• Social events involving all staff

EMPLOYEE ENGAGEMENT
Engagement Forums
• Staff Engagement Group (SEG) – Chaired by Managing Partner and
sits every two months with annually rotating membership.
• Recognition scheme – Firm wide award scheme offering financial
and non financial rewards
• Engagement sessions – Quarterly held sessions with Directors and
Lead Partners to discuss firm wide issues
• Talking point – Monthly magazine to all staff
• Insite – Internal intranet pages enabling staff to publish stories
and comments about what’s going on in the business
• One Firm challenges

EMPLOYEE ENGAGEMENT
Summary
• Keep it simple and consistent
• No hard and fast rule
• Don’t expect to get it 100% right
• Give workforce a voice and keep listening
• Adapt to changing needs of workforce

THANKS FOR LISTENING

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             Poll 3 - Results
How important is developing an employee engagement programme
in your overall HR strategy?
a. Very important
b. Quite important
c. Somewhat important
d. Not important

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Q&A

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