Manners & Murphy Dec 3rd The Employee Engagement Event

Manners & Murphy The Employee Engagement

Event December 2013"

02/12/2013!

Todays event"•  Speakers!

•  Gary Lumby – Employee Recognition!•  Amber Kelly – Serco – A Global Case Study!•  Wendy Leedham – The Four Enablers of Engagement!•  Jo Dodds – The Social Media Opportunity!•  Q&A after each presentation!

!•  Mid-morning interval at 10.30am!!•  if you want to Tweet during the event #EEE"

•  @MannersMurphy"

•  M&M 2013 Employee Engagement Report!

02/12/2013!

A quick intro to us"

02/12/2013!

Linking internal and external customers across the business"

Manners & Murphy (M&M) is an engagement consultancy:!•  Employee engagement (internal customers)!•  Customer engagement (external customers)!

www.mannersandmurphy.co.uk !

02/12/2013!

Employee Reward and Recogni2on One Element of a Successful

Engagement Strategy

Presented by Gary Lumby MBE FCIOBS

Employee Engagement – Who said Employees were Engaged ?

•  If Engaged Employees stay longer ….work harder….what do the following numbers mean

9.1 = £29bn= 14.6% = 18.0% = 4.7m = £7.75k = •  You had bePer make sure your Employees are engaged

Employee Engagement – Who said ?

‘ a Companies Employees are its greatest asset ‘ ‘ people don’t leave jobs they leave Managers’

Introduc2on – Who is Simply Thank You. q  We are UK leaders in the “giYing” marketplace specialising in Service Recovery and

bespoke branded giY and reward solu]ons

q  We operate as the ’Partner of Choice’ for our clients – who trust their brand and reputa]on to us to deliver highly effec]ve customer and employee fulfilment opera]ons.

q  We focus our opera]ons around 5 core areas:

Ø  Employee Reward and Recogni]on Ø  Customer Acquisi]on Ø  Customer Reten]on Ø  Customer Recovery Ø  Large scale project fulfilment

q  Established for 20 years our Opera]ons, Systems and Processes are second to none.

Reward and Recogni2on -‐ the Reasons Why q  By focussing on the recogni]on of demonstrated behaviours (i.e. how things are done) rather

the what has been done and being public with the recogni]on it's more likely the same behaviours will be demonstrated again and by others who get to understand what good looks like.

q  A focus on rewarding through salary adjustment or bonus tends to mean it can only be done

at one point during the year and to have impact a lot needs to be spent. By contrast recogni]on can be delivered with immediacy and at significantly lower cost .

q  Research suggests that a £ spent on recogni]on can have up to 5 ]mes the impact of a £ spent on pay.

q  Carefully selected recogni]on giYs can have a las]ng posi]ve impact -‐ of course a poorly

selected item can seriously backfire....so, know your recipient!

q  A culture of recogni]on is one important component in helping to secure the engagement of employees -‐ if that in turn makes good people less likely to leave a firm it can be very cost effec]ve given that the true cost of replacing people can be up to one years salary.

Our Case Study – The Co-‐opera2ve Group q  About The Co-‐opera2ve Group •  The Co-‐opera]ve Group is the largest consumer-‐owned co-‐opera]ve in the UK. Its

businesses include The Co-‐opera]ve Food, with more than three thousand outlets; The Co-‐opera]ve Pharmacy, the third largest pharmacy in the UK; The Co-‐opera]ve Funeralcare, the UK’s largest funeral director; Farms and The Co-‐opera]ve Legal Services.

•  The Group also owns The Co-‐opera]ve Bank and Co-‐opera]ve Insurance, which fall

under the common leadership of Co-‐opera]ve Financial Services •  In total the organisa]on employs around 138,000 colleagues .

Our Case Study -‐ The Co-‐opera2ve Group

•  In 2007, The Co-‐opera]ve Group merged with the UK’s second largest co-‐opera]ve – United.

•  This required HR to consider ways of harmonising prac]ces across the new, enlarged Group and engaging the workforce.

•  As part of the overall Engagement Strategy one area it looked at was

Employee Recogni]on.

Our Case Study – The Co-‐opera2ve Group

•  The merged Co-‐opera]ve Group introduced a new Group-‐wide employee recogni]on scheme in November 2009.

•  Under the new scheme, line managers are encouraged to recognise the efforts of their staff by awarding giYs worth up to £50.

•  A clear set of nomina]on criteria has been established with the aim of using the scheme to reinforce the Group’s brand values to employees.

•  GiYs were sourced from Simply Thank You (STY), streamlining the process

and providing valuable management informa]on on usage and cost.

The Co-‐opera2ve Group – Combining two schemes

•  Both of the organisa]ons had operated their own employee recogni]on schemes previously. However, feedback suggested that neither had worked par]cularly effec]vely to engage and mo]vate staff.

•  Both previously exis]ng schemes were considered too slow and bureaucra]c by managers and neither allowed for ]mely recogni]on.

•  The scheme being run by United only allowed for one Employee of the Year, so couldn’t hope to make much of an impression on employee engagement. Although the prizes were good – with both schemes giving away a car in their last year

•  Neither scheme was touching enough people enough of the ]me to make

a difference to how employees viewed the business. Nor was either scheme much of a tool for line managers to encourage greater individual commitment.

The Co-‐opera2ve Group – Improving engagement

•  The Group’s key aim in rolling out a new scheme was to improve employee engagement across the organisa]on. It was clear that some]mes managers found d it hard to say “thank you” and “I appreciate you”.

•  They wanted a scheme that encouraged managers to show their apprecia]on of

their staff, that was simple to use, could be applied fairly, and would recognise the efforts of the many rather than the few’

•  A project team was created to design a new scheme. This included members of the HR and communica]ons departments.

•  The team decided it was important to have a scheme that covered the whole workforce, rather than different parts of the business opera]ng their own versions. This was considered this the best way of engaging employees with the new Group and promo]ng a core set of values in a consistent way.

•  The primary purpose of the new scheme was to publicly acknowledge outstanding achievement that was in line with brand values so that good prac]ce could be role-‐modelled across the business.

The Co-‐opera2ve Group – Iden2fying previous weaknesses

•  Results of The Co-‐opera]ve Group’s annual employee survey, which

covers the whole family of businesses, highlighted that many staff did not feel their line manager adequately acknowledged the good work they did,

•  It also found that there was oYen quite a ]me lag between an employee being nominated and receiving a reward.

•  Employees’ efforts need to be acknowledged and rewarded in a ]mely fashion if there is going to be a posi]ve impact on mo]va]on.

•  It was clear that some managers were giving recogni]on to their staff but outside of the formal schemes by making local awards on an ad hoc basis. That meant they had no real sight of how much the business was spending on recogni]on or if the criteria being used was consistent or fair.

The Co-‐opera2ve Group – Iden2fying previous weaknesses

•  The Co-‐op project team was keen to resolve previous issues by basing the new recogni]on scheme on a number of fundamental principles

•  They wanted to involve more staff by taking a liPle-‐and-‐oYen approach – awards would be rela]vely small but handed out more frequently and to far more people.

•  They also wanted greater transparency about what ac]ons were being recognised

and why.

•  It was important to create a scheme that was clearly aligned to The Co-‐opera]ve Group’s brand and to shiY the business towards a recogni]on culture in which employees feel their contribu]on is being valued.

The Co-‐opera2ve Group – Establishing new criteria

•  To make the scheme more transparent, the project team felt it was important to have a

clear set of recogni]on criteria that could be applied across the Group. •  The team aimed to encompass all aspects of The Co-‐opera]ve brand to create criteria

that all the family of businesses could happily sign up to.

•  The criteria act as guidelines for managers in deciding whether an employee should receive a recogni]on award. They are grouped under five nomina]on categories:

•  Great customer service

•  Helping your community

•  Suppor]ng your colleagues

•  Going the extra mile

•  A more Rewarding place for staff and customers

The Co-‐opera2ve Group – Sharing scheme ideas •  With the large number of staff 138,000, who would be covered by the

scheme, it was also important that the process was easy to administer. •  When we were considering the design of the new scheme at the

beginning of 2008, we had a look at the scheme that had been running successfully for a couple of years within our financial services division, Co-‐opera]ve Financial Services (CFS) which had been provided by STY.

•  Their scheme used an online giY catalogue that was easy to administer and monitor, the whole process was provided by a third-‐party supplier STY.

The Co-‐opera2ve Group – Benefits of following the CFS scheme

•  The project team recognised a number of key advantages of following the approach taken at Co-‐opera]ve Financial Services (CFS). Their scheme was working effec]vely to give line managers an addi]onal tool for influencing their teams levels of engagement and business performance. ‘

•  The scheme touched many employees rather than a few winners at the

end of the year.

•  Line managers were able to choose from a large range of giYs and order these online. This made the process far quicker and less bureaucra]c than the schemes operated previously by the Co-‐opera]ve Group and United. GiYs were normally delivered within 24 hours.

•  Costs were easier to control as they were deducted automa]cally from cost-‐centre budgets.

The Co-‐opera2ve Group -‐ Management informa2on •  The online system used by CFS generated detailed management

informa]on, providing a clear audit trail for tax and NI purposes.

•  It was realised this would give visibility as to how much line managers were spending on recogni]on and would give improved control and governance.

•  Having access to detailed management informa]on was considered one of the key advantages of using an online system. ‘The management informa]on they saw from CFS was impressive.

•  The data could be broken down by business area and region, right down to individual bank branches. They knew this would be helpful in reviewing the scheme from the head office point of view.

The Co-‐opera2ve Group -‐ Giving line managers responsibility •  The Co-‐opera]ve Group had to adapt CFS’s approach to meet the needs of

the far more diverse set of retailing businesses operated by the Group as a whole with tens of thousands of colleagues spread across thousands of loca]ons

•  To keep the scheme simple, the project team decided it was essen]al to

bring authorisa]on back down to local level.

•  They wanted to avoid having layers of bureaucracy, so gave line managers full responsibility for selec]ng winners and appropriate giYs.

•  The idea was that any issues that arose would be dealt with by the

regional HR Business Partners rather than at head office, to reduce the administra]ve burden.

The Co-‐opera2ve Group -‐ Budge2ng for the scheme •  To ensure the budget for the scheme was financially acceptable and to enable it to

reach as many employees as possible, the project team suggested keeping the value of giYs at under £50 per person with an expecta]on that approximately 10% of staff might receive a giY in any given year.

•  The scheme was designed as a tool for line managers to use to acknowledge their

staff. It was felt £50 was a good amount to buy a really nice giY without breaking the bank.

•  Working to this assump]on, the proposed budget – including set-‐up and running costs – was pitched at approximately £450,000, based on giYs of £50 or less.

•  Giving line managers a rough idea of the amount they could spend each year was

considered important. It was not a quota, but people need guidance. They actually found that some parts of the business thought their individual budget was not enough and they decided to increase it’.

The Co-‐opera2ve Group -‐ Online giQ supplier

•  When it came to selec]ng a third-‐party provider of giYs, Simply Thank You (STY) – CFS’s exis]ng supplier – seemed the obvious choice.

•  Line managers were now handle the whole process of arranging a suitable giY via the corporate intranet provided by STY. They choose the giY online, and the order goes through to STY directly. They then arrange for a courier to deliver it to the store Monday to Friday, usually within 24 hours

•  Of course they were a bit concerned at first about the step up for STY in providing for around 138,000 extra employees, but they assured us they could handle it and have proved themselves so far.

The Co-‐opera2ve Group -‐ Branding giQs

•  In order to get maximum support for the new scheme from each of the Group’s family of businesses, the project team asked STY to introduce the Group’s brand colours to their giY packaging.

•  All giYs are wrapped in paper rela]ng to the colours of The Co-‐opera]ve’s

different divisions. For example, for Food, the giY comes in green packaging – with a green giY tag – and for our Funeral business, everything is purple.

•  There is also the op]on for line managers to either add a personal message or handwrite a note on the giY tag before presen]ng the award to the employee. ‘It’s important that the giY is personalised so that it is clear why it is being awarded. This reinforces the message that the business, through the line manager, values extra effort..

The Co-‐opera2ve Group -‐ Suitable giQs for everyone

•  When it came to choosing giYs, the project team was keen that the selec]on had a wide appeal. The Co-‐opera]ve is a diverse organisa]on

•  They wanted to offer a variety of giYs, such as chocolate, wine, champagne and flowers and team giYs – all of which have proven popular.

•  The business was also keen to stock products in line with The Co-‐

opera]ve’s principles, such as Fairtrade food, again to help reinforce its brand.

The Co-‐opera2ve Group -‐ Communica2ng the scheme

•  Before the launch of the employee recogni]on scheme, the project team invested a lot of ]me promo]ng it across the large family of Co-‐opera]ve businesses.

•  They used a cascade system, where news filters down lines of repor]ng managers.

•  Everyone was briefed in this way, through team and department mee]ngs, right down to the shop floor.

•  Line managers were told about the system – and showing them how to physically use it – a feature was run in all the staff magazines before going live.

•  Informa]on was added on the staff intranet and posters were displayed to adver]se the scheme.

•  Branded giYs were displayed at an annual management event, to show exactly how the items would look when delivered.’

The Co-‐opera2ve Group -‐ Communica2ng the scheme

•  Before the launch of the employee recogni]on scheme, the project team invested a lot of ]me promo]ng it across the large family of Co-‐opera]ve businesses.

•  They used a cascade system, where news filters down lines of repor]ng managers.

•  Everyone was briefed in this way, through team and department mee]ngs, right down to the shop floor.

•  Line managers were told about the system – and showing them how to physically use it – a feature was run in all the staff magazines before going live.

•  Informa]on was added on the staff intranet and t posters were displayed to adver]se the scheme.

•  Branded giYs were displayed at an annual management event, to show exactly how the items would look when delivered.’

The Co-‐opera2ve Group -‐ Assessing the benefits

•  The Co-‐opera]ve Group’s recogni]on scheme was fully launched in November 2009 and con]nues to be a great success today

•  Managers have reported they love it •  Now the message is if you do extra work and delivery the brand values

you will get a thank you. It’s really driving forward that recogni]on culture throughout all of our businesses and improving our employee engagement beyond expecta]ons

The Co-‐opera2ve Group -‐ Evolving the scheme •  Although on the whole the project team believed the scheme was working

well, it was con]nually seeking to make improvements. The introduc]on of team giYs so managers can acknowledge a number of staff at the same ]me. Cakes, sweets and fruit hampers have been par]cularly popular and are much more cost-‐effec]ve than buying a whole team of people individual giYs.’

•  We got feedback that a lot of the available items were very female-‐orientated, so we added some electronic gadgets and golf accessories that should appeal more to male employees. We also incorporated “mul]-‐giYs”, such as chocolate and wine together, or a bouquet of flowers and wine, to try and create something extra-‐special.

•  The HR project team has also been asked to extend access to the online

site beyond the authorising line manager, so that employees can browse the available giYs without prices being visible

The Co-‐opera2ve Group – STY Web Technology

The Co-‐opera]ve Group – STY Web Technology

6 Sub sites behind main home page

The Co-‐opera]ve Group – STY Web Technology

•  Simply Thank You’s technology allows for mul]ple sites behind a single home page

•  In the case of the Co-‐opera]ve there are 6 sites

•  System allows for HR data and company address data to be stored for ease of accessibility

•  STY manage all of the client data, refreshing weekly to ensure accuracy •  The site is extremely flexible in that it can allow a manager to place orders fro:

–  Mul]ple GiYs to: –  Mul]ple Staff members at: –  Mul]ple addresses with –  Mul]ple messages and –  Mul]ple delivery op]on for each giY

–  In one session

The Co-‐opera2ve Group – Conclusion Co-operative Group Shirley Champion Human Resources - Employee Relations & Reward Employee Benefits Officer 4th Floor New Century House, Corporation Street Manchester M60 4ES STY endorsement. We were looking to launch a brand new employee recognition scheme across our family of businesses that would provide a consistent approach to recognition that could be accurately tracked and properly budgeted for. We also wanted to give our managers a strong engagement tool that meant recognition could be made quickly with the minimum of bureaucracy and the maximum impact on staff loyalty and commitment. Simply Thank You have enabled us to meet all of our objectives by helping us to create a bespoke scheme that was right for the diverse retailing businesses operated by The Co-operative Group. STY have shown considerable flexibility and willingness to adapt their standard offering to make it appropriate for us and have worked to develop an attractive and comprehensive range of gifts that have met our budget and quality requirements.

STY -‐ Engagement Driven through Recogni2on q  STY can provide exis]ng technology to new clients ‘Free of Charge’

q  STY will manage the websites and user uploads ‘Free of Charge’

q  STY will provide detailed Monthly MI ‘Free of Charge’

q  STY make their money out of the margin in the giY prices which are compe]]ve.

q  Only charges made are those for development costs above our exis]ng func]onality

QUESTIONS & ANSWERS

CONTACT : COLIN EGLINGTON MANAGING DIRECTOR SIMPLY THANK YOU LTD RICHMOND COURT MORTON ROAD DARLINGTON DL1 4PT

[email protected]

Telephone: 01325 355165

Employee Engagement

Wendy Leedham Engage for Success

WELCOME

What is Engagement?

Engage for Success

The business case for Engagement

The Four Enablers of Engagement

What gets in the way?

Engagement through change

Q&A

@engage4success

02/12/2013 ENGAGE FOR SUCCESS 2012 37

02/12/2013 SUSTAINING EMPLOYEE ENGAGEMENT & PERFORMANCE 38

WHAT IS EMPLOYEE ENGAGEMENT?

“Employee engagement is about how we create the condi7ons in which employees offer more of their

capability and poten7al” – David Macleod

38

39

It’s not…..

THE BIGGER PICTURE

02/12/2013 ENGAGE FOR SUCCESS 40

The context for WHY Employee Engagement is cri2cal: The 20th Century model was “Business as Usual”. MAKE EFFICIENT – aligned but not engaged, central direc]on, command and control.

PRESENTATION TITLE IN FOOTER 41

ENGAGE FOR SUCCESS -‐ BACKGROUND

MOVEMENT STRUCTURE

02/12/2013 PRESENTATION TITLE IN FOOTER 43

ENGAGE FOR SUCCESS PROJECT & COMMUNITY GROUPS

02/12/2013 ENGAGE FOR SUCCESS 44

GET ENGAGED FILM!

02/12/2013 PRESENTATION TITLE IN FOOTER 45 02/12/2013 45 02/12/2013 SUSTAINING EMPLOYEE ENGAGEMENT & PERFORMANCE

45

THE BUSINESS CASE FOR ENGAGEMENT

WHY IS IT IMPORTANT?

Percentage of employees ac]vely engaged

30% Percentage of employees who do not trust their managers

70% The UK has 6% lower average engagement levels than other large economies

(Kennexa, 2011)

6% Percentage below G7

produc]vity levels

(Interna]onal comparison of

produc]vity gap)

20%

Imagine 30% of lights didn’t work… IMAGINE IF ONLY ONE THIRD OF OUR COMPUTERS WORKED PROPERLY….

ENGAGED EMPLOYEES:

Perform be]er, work harder, longer, smarter

Work more vigorously, offer innova2ve sugges]ons

THE FOUR ENABLERS OF ENGAGEMENT


53

LEVEL 1 – TRANSACTIONAL: We act on employee feedback through surveys

LEVEL 2 – TRANSFORMATIONAL: It is a way of doing business

Compartmentalised Thinking

NB: n  CIPD: 75% of Employee Engagement focused as above n  Reac]ve engagement. About discre]onary effort

INCREMENTAL IMPROVEMENT

STRATEGY GETS DONE IN SILO’S

PEOPLE / HR STRATEGY n  Survey & act on it, a process

It’s in the culture

EVERYTHING GETS DONE IN AN ENGAGING WAY -‐ Values/Behaviours

WE TRACK PROGRESS, IT’S LONG TERM WE MEASURE: Concerns,

commitment, feedback

People give con]nual VOICE

SETS BIG GOALS

People at heart of delivery and at heart of strategy

NB: n  CIPD: 25% of Employee Engagement focused as above n  About proac]ve engagement

TWO-‐WAY

TRANSACTIONAL AND TRANSFORMATIONAL ENGAGEMENT

THE FOUR ENABLERS FILM – IN DAVID AND NITA’S WORDS…..

FOUR ENABLERS FILM


What get’s in the way?

A{tudes: >  ‘Spare me another **** HR/comms ini]a]ve’ >  ‘Don’t you know there’s a recession on?’ >  ‘I’ve not got ]me for the soY and fluffy stuff’

Not sharing good prac]ce – where it’s working, showcase and share

Leader behaviours don’t model the VALUES

Command and control – it’s easier!

Micro-‐managing – it’s s]fling and drains everyone’s energy

People skills for the line – this is tough, they may need help

Too impa]ent – this needs ]me, applica]on, relentless focus and effort

Transac]onal around a survey, rather than transforma]onal around the culture

56

ENGAGING THROUGH TIMES OF CHANGE – 4 THINGS

This is the most important ]me to focus on engagement, not the ]me to put it on the shelf



There is never a ]me when the four enablers are more needed:

> Strategic narra]ve > Engaging leaders > Employee Voice > Integrity



Restructuring is the ]me when the organisa]on is closest to the employees personal life



Great examples are remembered 30 years into the future (cultural symbols)



ENGAGE FOR SUCCESS www.engageforsuccess.org

Advise | Design | Integrate | Deliver

Employee Engagement – Serco’s Journey

Serco Internal

2 The Barriers

The Journey so far

3

Why

Agenda

4

How

The Tipping Point

5

63

1

Serco Internal

The Journey So Far....

Serco Internal

The Barriers

65

n  Engagement was just a survey

n  No senior leader buy-in

n  No accountability – it’s HR!

n  No internal evidence

n  No resources

n  No sharing best practice – suspicion

Serco Internal

How?

66

n  Reality check - get out and about in the business

n  Creation of an Engagement Strategy

n  Develop case studies

n  Redesign and reposition the survey

n  Set up a Global Engagement network

n  Create resources to support managers

n  Business Linkage analysis

n  Develop an Engagement Master Class

n  Utilise internal social media platform

n  Build strong links with key stakeholders – internal and external

Serco Internal

Why……

…does Engagement matter to -

Serco Internal 68

Engagement matters if we’re to become the World’s Greatest Service Company

Serco Internal 69

Serco Customer Net Promoter Scores (NPS)

Contracts with high levels of employee engagement (65%+

engaged)

Contracts with opportunity levels of employee

engagement (45-64% engaged)

Contracts with risk levels of employee engagement

(30-44% engaged)

Contracts with destructive levels of employee

engagement (<30% engaged)

Based on analysis of 133 contracts and 489 customers in the UK and Europe division in 2011.

Employee engagement is a tool that can help retain

and win new customers

Serco has found that where employee engagement is high, there are more customers promoting Serco

Serco Internal 70

Contract Director’s view of their contract?

Employees’ experience of Serco delivering the contract?

Is this sustainable?

Immediate successes might tempt some to ignore engagement or say ‘what we’re doing now works and it doesn’t matter…..’

Serco Internal 71

At Serco, trend analysis suggests high employee engagement predicts future customer satisfaction. The reverse relationship of customer satisfaction predicting future employee engagement does not appear to be as strong.

The effects of employee engagement become stronger over time

*IMPORTANT: We need to acquire the next wave of customer survey data to begin establishing whether the trend is statistically significant or not.

….but employee engagement will catch up with them if they neglect it

Serco Internal

The five contract groups with notable relationships: How do employee engagement scores compare to operating profitability?

14%

11%

7%

0%

2%

4%

6%

8%

10%

12%

14%

16%

High employee engagement (65%+)

Opportunity employee engagement (45-64%)

Risk / Destructive employee engagement

(<45%)

Operating Profit (EBIT) as a % of revenues

72

High engagement contracts produced DOUBLE the operating profits of risk/destructive engagement contracts.

Contract groups represented Division reference

Health UK and Europe

Facilities Management UK and Europe

Public Sector Education SGS UK and Europe

Justice and Corrections ASPAC

Middle East SME

Serco Internal 73

Contract Bid: £10m

Contract Bid: £10m + Engaged employees + Governing Principles + Rapid engagement of TUPE employees

Contract Bid: £10m + Specialist

experience of similar contract

Contract Bid: £10m

+ experience of having world’s largest

contract portfolio

Contract Bid: £10m

+ well known brand name in

the market

And it’s more than the numbers, it will make us stand out among competitors!

Serco Internal 74

Build a balanced portfolio

Maintain high rebid and new win rates

Make strategic acquisitions

Develop new models

•  Engaged employees are committed to us. That reduces the risk that we lose our expertise that we can transfer to other markets.

•  Engagement helps build our base of customer promoters. This will help improve our rebid and new win rates.

•  Engagement helps to strengthen our brand and reputation. That helps make a better case for acquisition by Serco.

•  Engagement can help us collaborate effectively.

•  Engagement has been found to correlate with innovation and new ideas.

To become the World’s Greatest Service Company

Engagement will help us deliver on the core elements of our strategy

Serco Internal

The Tipping Point

75

Disengagement!

Serco Internal

The Tipping Point

76

Advise | Design | Integrate | Deliver

Questions?

www.HRSocialMediaSummit.com

Social Media & the Employee Engagement Opportunity


Today • How social media is impac]ng business in the new ‘social world’

• What social media means for HR and employee engagement

• Next Steps


Who am I? •  Social Media Specialist, Speaker and Trainer •  18 years’ experience in senior level corporate retail HR •  7 years’ SME consul]ng •  Work with businesses to ensure they are able to take full advantage of the new ‘social world’ • Specialising in working with HR Professionals

jododds

jododdspage

jododds

www.jododdssocialmedia.com


How social media is impac]ng business in the new ‘social world’


Mark Zuckerberg

“Over the next five years every industry will

have to redesign itself around social.”

Web 2.0 Summit in 2010


Markets were once places where people met and engaged in conversa2ons


Markets are re-‐connec2ng online and conversa2on is back

Free images from www.freedigitalphotos.net


“Engagement in these open free-‐wheeling marketplace exchanges isn’t op2onal. It’s a pre-‐requisite to having a future.”

The Cluetrain Manifesto Rick Levin, Christopher Locke, Doc Searls and David Weinberger


Social Media Revolu2on The social media revolu]on has given consumers the most powerful voice they’ve ever had.

It’s also forced companies to think about how they can be more transparent and responsive

likeable social media by Dave Kerpen


Social Media Revolu2on The social media revolu]on has given consumers and employees the most powerful voice they’ve ever had. It’s also forced companies to think about how they can be more transparent and responsive

likeable social media by Dave Kerpen


What is Social Media? Social media is content created by people using highly accessible and scalable publishing technologies. ... en.wikipedia.org/wiki/Social_media Social Media are primarily Internet-‐ and mobile-‐based tools for sharing and discussing informa]on among human beings. ... sprythink.com/glossary.html Online technologies and prac]ces that people use to share opinions, insights, experiences, and perspec]ves with each other. www.tvb.org/mul]pla�orm/Mul]pla�orm_Glossary.aspx A category of sites that is based on user par]cipa]on and user-‐generated content. They include social networking sites like LinkedIn or Facebook, social bookmarking sites like Del.icio.us, social news sites like Digg or Reddit, and other sites that are centered on user interac]on. searchenginewatch.com/define

www.HRSocialMediaSummit.com Image courtesy of hinnamsaisuy http://www.freedigitalphotos.net


Business Uses for Social Media • Marke]ng • Customer care • Recruitment •  Internal communica]on • Project management • Collabora]on • Employer branding •  Learning • Produc]vity • Project management

• Research • Networking • Real ]me search • Reputa]on management • Broadcas]ng news • Building community • Traffic genera]on • Entertainment • Educa]on • Employee Engagement


Employee Engagement Engage for Success -‐ The Four Enablers


The Bigger Picture The context for WHY Employee Engagement is cri2cal: The 20th Century model was “Business as Usual”. MAKE EFFICIENT – aligned but not engaged, central direc]on, command and control.


Key Enabler 1: Strategic Narra2ve Strong, visible, empowering leadership provides a strong strategic

narra+ve about the organisa]on, where it’s come from and where it’s going.

This gives a line of sight between the job and the organisation’s vision. The story is communicated clearly, consistently and constantly.

The past You are here The future

•  Communication •  Line of sight between job and

vision •  Telling the ‘story’ •  Employer branding •  www.glassdoor.com


Key Enabler 2: Engaging Managers They:

focus their people, offer

scope and enable the job to get

done

treat their people as individuals

coach and stretch their people

•  Communication •  Individualisation •  Connection •  Recognition •  Collaboration •  Leadership visibility


Key Enabler 3: Employee Voice There is employee voice throughout the organisa]on, for reinforcing

and challenging views; between func]ons & externally; employees are really seen as your key asset – not the problem. •  Communication

•  Feedback •  Collaboration •  Access to Leaders •  Recognition •  Employee Advocates


Key Enabler 4: Integrity There is organisa]onal 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

•  Communication •  Transparency •  Collaboration •  Authenticity •  Feedback


What Social Media Means for HR and Employee Engagement


Opportuni2es for HR

•  Building your thought leadership, influence and personal brand, internally and externally

•  Become the ‘go to person’ internally for all things social

•  Use social media tools to lead and drive organisa]onal development and HR influence and capability


Enterprise Social Networks

•  Collabora]on •  Communica]on •  Empowerment •  Speed of service •  Employee voice •  Real ]me feedback •  Repository of knowledge


Collabora2ve Project Tools

•  Collabora]on is the most popular term to describe social media inside organisa]ons

•  Knowledge sharing is the main reason for introducing it

•  70% of comms pros say their companies have welcomed, not blocked, internal social media

Research by simply-communicate.com & Rachel Miller of All Things IC

109 comms professionals, 20 question survey


Social Business: listens in real 2me


The Social Employee

•  Employees as advocates for your organisa]on help to form your brand and your EMPLOYER brand.

•  Use social tools to get feedback from staff •  Facilitate employee voice •  Crowdsourcing •  Connect your employees and your customers


“The current challenge facing businesses today is this: you can’t communicate externally unless you communicate internally.”

The Social Employee Cheryl Burgess


Employer Branding

• Monitoring social media pla�orms to see what is being said about your organisa]on

•  Just because you aren’t listening doesn’t mean people aren’t talking!

•  Real ]me feedback •  Joining in and encouraging the conversa]on to promote your employer brand


Recogni2on

•  Celebrate success of colleagues and the organisa]on

•  Listen on social media pla�orms for feedback to share internally

•  Real ]me feedback


Thought Leadership

•  Let your employees show their professional personality, knowledge and achievements

•  Build cases for posi]ve change •  Create and curate content to demonstrate knowledge, educate, PR


Your Next Steps


What Next •  No one size fits all •  Start from the needs, not the technology •  Develop personal social media skills •  Demonstrate thought leadership •  Enable transparent execu]ve leadership •  Demonstrate belief in social ini]a]ves from the top and across the organisa]on; be visible and engaged


“Digital is very horizontal, whereas management is s2ll mainly ver2cal.”

Gregory Pouy @gregfromparis

Contact"Manners & Murphy!111 Cannon Street!London!EC4N 5AR!!T: 0207 929 4273!M: 07799876473!M: 07714781575!!E: [email protected]!W: www.mannersandmurphy.co.uk!@MannersMurphy!!

02/12/2013!

Manners & Murphy The Employee Engagement

Event December 2013"

02/12/2013!

Manners & Murphy Dec 3rd The Employee Engagement Event

Business

Transcript of Manners & Murphy Dec 3rd The Employee Engagement Event