1. Motivating people, getting the basics right
Wavelength May 2012
Lena Tailor - people partner

2. agenda
• What matters
• The basics

3. “I am motivated to do a great job”
Every quarter we ask people how motivated they are.
At the last read 89% answered this question positively.
100%
90% 89%
80%
73%
70%
group NPS
60% group m otivated score
NPS group excited score
50%
(%) 45%
40%
30%
20%
10%
0%
/10
/10
/11
/11
/11
/12
/10
/10
/10
/10
/11
/11
/11
/12
/12
03
05
09
11
03
05
07
11
01
05
01
07
01
09
03
Advocacy: “Based on my experience at innocent, I would recommend a job at innocent to a friend or former colleague if asked”.
Excited: “I am excited about where innocent is going” Motivated: “I am motivated to do a great job”
*NPS is calculated by processing the responses to the Advocacy question using the equation: “Highly Likely” minus “Unsure”, “Unlikely” and “Highly Likely”

4. engagement
To a certain extent engagement can be driven by ‘biological’ factors

5. What matters
We know that what matters to people in terms of their motivation is:
4. The vision and values
7. Their leader
10. Making a contribution

6. people strategy = engagement strategy
6

7. agenda
• What matters
• The basics

8. Keep it simple
Our strategy is a relatively simple one
Get the basics right
and execute them well
8

9. the basics
The top 3 for us, are these
Hire and develop Communicate the Make sure people
strong leaders important stuff know what’s expected

10. the basics
And it starts with our leaders
Hire and develop Communicate the Make sure people
strong leaders important stuff know what’s expected

11. hiring leaders
We sweat the recruitment process
“I’d rath e r h ave a h ole
th an an as s h ole .”
D an Walke r,
H e ad of Tale nt, Ap p le

12. behaviours
And we have high expectations of them
management behaviours a little more detail
lives the values of Lives and breathes the values of innocent in all that they do.
innocent A great ambassador for what the company is all about.
sets clear direction Gives a clear understanding of what is expected of you through
helping you set clear, SIMPLE objectives and defining what success
looks like for you in your role.
empowers and motivates You feel empowered and motivated to take ownership, deliver real
success and make a difference. Your manager gives you the space
to get on with it and gives enough support when you need it.
coaches and gives great Helps you to develop in your role through regular one to ones and
feedback constructive development chats. Gives you high quality, real time
feedback on your strengths and areas to improve.
builds team spirit Cares about and champions you and the team. Builds a sense of
purpose for the team and encourages effective teamworking.

13. development chats
People can expect a quarterly development chat.
Pay
Annually Reviews
People audit J F M A M J J A S O N D
Twice a year J F M A M J J A S O N D
Objective setting
Performance reviews J F M A M J J A S O N D
Quarterly Development chats
Weekly 1 – 2 – 1s
Daily Real time feedback

14. Core development
Leadership
Work drivers / Academy
Insights
NEW
Manager Innocent
Masterclass Manager school
Managing your own Innocent
development business academy
Leadership
tools
Innocent
academy
Innocent
induction

15. the basics
We take our internal communications seriously
Hire and develop Communicate the Make sure people
strong leaders important stuff know what’s expected

16. values
And relentlessly communicate the important stuff, like our values and what they mean in
practice. We use these to guide our day to day actions and behaviours

17. communication
Every month we report back to the whole business on our performance against our strategy.
Each team also has a scorecard with 5 clear objectives
Objective Target
2011 Amber Green Actual
Protect our brand >A B
Improve our market share A B
Increase our revenue >A B
Grow our gross margin >A B
Maximise our profit >A >B
17

18. communication
We try to keep things simple and transparent

19. the basics
Finally, people need to know what’s expected
Hire and develop Communicate the Make sure people
strong leaders important stuff know what’s expected

20. cascading objectives
The challenge is to ensure every person has clear line of sight between their personal
objectives and the company’s.
2012
Company Objectives
Initiatives
Bit: Essentials Objectives Themes
Area People E&C IT Finance
objectives objectives objectives objectives
Team obj. Team obj. Team obj.
Individual Individual
objectives objectives

21. performance
We invest heavily in making sure everyone knows what is expected of them.
management a little more detail
behaviours
lives the values of Lives and breathes the values of innocent in all that they do.
innocent A great ambassador for what the company is all about.
sets clear direction Gives a clear understanding of what is expected of you through
helping you set clear, SIMPLE objectives and defining what success
looks like for you in your role.
empowers and You feel empowered and motivated to take ownership, deliver real
motivates success and make a difference. Your manager gives you the space
to get on with it and gives enough support when you need it.
coaches and gives Helps you to develop in your role through regular one to ones and
great constructive development chats. Gives you high quality, real time
feedback feedback on your strengths and areas to improve.
builds team spirit Cares about and champions you and the team. Builds a sense of
purpose for the team and encourages effective teamworking.

22. top 5 tips
My top 5 lessons:
4. Focus on the stuff that matters, not the stuff that sounds good
6. If people don’t know what’s expected, go home
8. People want to know what they’re a part of
10. Mostly it’s about quality conversations
12. Be consistent – top and bottom

23. thank you