1. Employee Engagement – What’s your vision?
Harriet Hounsell
Divisional Registrar, John Lewis
2. (pbop)(pbop)
‘Partners are our competitive advantage’
(pbop)(pbop)
The Partnership’s ultimate purpose is the happiness of all its members, through
their worthwhile and satisfying employment in a successful business. Because
the Partnership is owned in trust for its members, they share the responsibilities
of ownership as well as its rewards – profit, knowledge and power.
3. Why are we different?
Definition of belief - noun
An acceptance that something exists or is true,
especially one without proof:
something one accepts as true or real; a firmly held
opinion:
2 (belief in) trust, faith, or confidence in (someone or
something): a belief in democratic politics
4. Constitution Trustees
The Partnership Model
Chairman
How are we different?
Divisional Boards
Partner’s
Counsellors’
Directorate
Divisional Councils
Managers Forums
Partnership Board Partnership Council
Partners / Public Opinion
5. Examples of impact…
• Change Pay Policy
• Feedback on Managing Change
• Challenging Opening Hours
7. How are we changing?
(pbop)(pbop)
The Partnership’s ultimate purpose is the happiness
of all its members, through their worthwhile and
satisfying employment in a successful business.
Because the Partnership is owned in trust for its
members, they share the responsibilities of
ownership as well as its rewards - profit,
knowledge and power.
(pbop)(pbop)
The Partnership’s ultimate purpose is the happiness
of all its members, through their worthwhile and
satisfying employment in a successful business.
Because the Partnership is owned in trust for its
members, they share the responsibilities of
ownership as well as its rewards - profit,
knowledge and power.
9. Powerful Consumer Brands
Determined to stay compelling and relevant to customers
Strong sense of who they are
Enduring values
Appetite to evolve
Willingness to back their ambition
Foundations of powerful brands…
A clear and confident position in their customers minds
They remain true to, and protect, what their customers truly value
“It’s not a value until it costs you”
employee’s
employee’s
employee’s
vision
employee’s
Determined to stay compelling and relevant to employee’s
Strong sense of who they are
Enduring values
Appetite to evolve
Willingness to back their vision
A clear and confident position in their employee’s minds
They remain true to, and protect, what their employee’s truly value
“It’s not a value until it costs you”
Foundations of powerful employee brands…
Powerful Employee Brands
10. Employee Engagement – What’s your vision?
Harriet Hounsell
Divisional Registrar, John Lewis
