This presentation was given by Richard Baker, Senior Engagement & Communications Manager of London Midland and David MacLeod of the Engage for Success movement at a Hudson HR briefing on 4 Feb 14
Business Done Better - CSR and Employee Engagement
1. Engage For Success
Hudson HR Breakfast Briefing
4th February 2014
David MacLeod OBE
Richard Baker MBA
#engageforsuccess
2. OUR REPORT
A report to Government
About engagement across
the UK economy
About engagement for
performance
What is it, does it matter,
what enables it
4. THE BIGGER PICTURE
The context for WHY Employee Engagement is critical:
The 20th Century model was “Business as Usual”.
MAKE EFFICIENT – aligned but not engaged, central direction, command
and control.
6. TRANSACTIONAL OR
TRANSFORMATIONAL?
Transactional engagement
>A set of activities or targets
>Usually focussed around a survey
Transformational engagement
>Employees integral to developing and delivering the
business strategy
>Requires deep belief in the power of people to
contribute
- new and creative products/services
- outstanding customer/client service and efficiency
>A belief that our people are the solution, not the
problem
7. KEY ENABLER 1: STRATEGIC NARRATIVE
Strong, visible, empowering leadership provides a strong
strategic narrative about the organisation, where it’s come from
and where it’s going.
The past
You are here
The future
This gives a line of sight between the job and the organisation’s vision.
The story is communicated clearly, consistently and constantly.
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8. KEY ENABLER 2: ENGAGING MANAGERS
They:
focus their
people, offer
scope and enable
the job to get
done
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treat their people
as individuals
coach and stretch
their people
9. KEY ENABLER 3: EMPLOYEE VOICE
There is employee voice throughout the organisation, for reinforcing
and challenging views; between functions & externally; employees
are really seen as your key asset – not the problem.
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10. KEY ENABLER 4: INTEGRITY
There is organisational integrity – the values on the wall
are reflected in day to day behaviours.
These expected behaviours are
explicit and bought into by staff.
Keep it real – staff see through
corporate spin quicker than
customers or the public.
Integrity enables trust: no
engagement without trust
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14. Senior leaders breakfast summit
12th November 2012
L TO R: Mark Elborne, CEO, North Europe GE; Ronan Dunne, CEO O2; Tanith Dodge, HR Director, Marks &
Spencer; Sir Win Bischoff, Chairman Lloyds Banking Group; Nick Creswell, VP, Technology Thomson Reuters; Andy
Harrison, CEO Whitbread; Frances O'Grady TUC; Martin Donnelly, BIS Permanent Secretary; Neil Bentley Deputy
Director General CBI; Ian Powell Chairman and Senior Partner PwC; Rob Devey CEO UK & Europe Prudential; Ian
King CEO BAE Systems; Richard Baker Chairman Virgin Active; Barbara Frost CEO Water Aid; Peter Cheese CEO
CIPD; Bernadette Malone CEO Perth and Kinross council; Marc Bolland CEO Marks & Spencer; Justin King CEO
Sainsbury's; Eric Collins Managing Director Nampak; Steve Mogford CEO United Utilities; David Evans Chairman
and CEO Grass Roots Group; Nita Clarke and David MacLeod, Co-Chairs of the Task Force
16. ‘Business done Better’
CSR and Employee Engagement
Richard Baker MBA MCIPD MCIPR FInstLM
Senior Engagement & Communications Manager, London Midland
Guru & Practitioner, Engage for Success
www.ethical.ly
@theintrapreneur
22. The Trust Deficit
“People trust
business to
innovate, unite and
deliver across
borders in a way
that government
can’t.
That trust comes
with the
expectation and
responsibility to
maintain it.”
- Richard Edelman,
President & CEO of Edelman
25. 3 out of 4 ‘millenials’ i.e. people aged
between 16 and 36 want to work for a
company that “cares about how it
impacts and contributes to society.”
65% of employees say their employers
social and environmental activities
make them feel loyal to their company.
27. 1. People give more if their donation is matched.
2. Over half of employees think their employer
should do more for charity.
www.engageforsuccess.org
31. What’s happened?
84%
"It felt great to know
that the company I work for
really appreciated
what I did, and
demonstrated that by
matching what I raised for
the charity“
Craig, Conductor Manager,
Worcester
33%
33. ENGAGE FOR SUCCESS
THE MOVEMENT
Support and endorse the
movement
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Focus on specific issues
identified by the Task Force as
being current employee
engagement issues worth
exploring
Sponsors
Support and
co-ordinate the
movement
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TASK
FORCE
Core
Team
Sub
Groups
The energy
centre of the
movement
Provide the movement with
extensive experience in the
theory and practice of
employee engagement
582
1368
Gurus
Practition
-ers
www.engageforsuccess.org
Support employee engagement
in their own organisations
and share good practice
34. The wellbeing
sub-group
Chaired by: Wendy Cartwright
– former HRD of the ODA
1. Built on previous work
2. Collate information and
evidence on the links
between Wellbeing,
Engagement and
Organisational Performance
3. Create an evidence-based
paper, supported by useful
infographics and case
studies
www.engageforsuccess.org
36. You can view and download the
engage for success video at our
website.
37. In Summary
• Trust is one of the key issue for organisations today – and is
critical to engagement
• We’ve looked at the link between CSR and engagement and
shared an example of an initiative
• 60 per cent of our current and future workforce think CSR is
important
• If you want to know more about how to make it work for
yourself then engage for success is a good place to start!