business done better - csr and employee engagement
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Engage For Success
Hudson HR Breakfast Briefing
4th February 2014 David MacLeod OBE
Richard Baker MBA
#engageforsuccess
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
AN EXAMPLE OF ACTIVE DISENGAGEMENT
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.
THE CASE FOR ENGAGEMENT
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.
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
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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
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.
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
THE FOUR ENABLERS OF ENGAGEMENT
Task Force Launch
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
www.engageforsuccess.org
Twitter – www.twitter.com/engage4success Linked In – http://www.linkedin.com/company/engage-for-success Facebook – http://www.facebook.com/#!/EngageForSuccess Google+ - http://gplus.to/employeeengagement YouTube - http://www.youtube.com/user/Engage4Success Pinterest - http://pinterest.com/engage4success/ BlogTalkRadio - http://www.blogtalkradio.com/engage-for-success
‘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
@theintrapreneur
www.engageforsuccess.org
The Trust Deficit
04/02/2014
Slid
e
18
The Trust Drivers
“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
The Trust Deficit
“CEOs must become chief engagement officers.” - Richard Edelman, President & CEO of Edelman
WHAT WE’RE REALLY TALKING ABOUT IS
CORPORATE SOCIAL RESPONSIBILITY.
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. Source: Cone Inc.
“Corporate social responsibility
encompasses not only what companies do with
their profits, but also how they make them.”
www.engageforsuccess.org
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
csr
04/02/2014
Slid
e
28
How does it work?
1. Employees register
2. Choose a charity
3. Create a page
4. Share via social media
5. Get sponsored and matched in real time
What’s happened?
£16k+ 60+ 7k+
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%
Engage for Success and CSR
TASK FORCE
The energy centre of the movement
51
Sponsors
7
Sub Groups
1368 Practition
-ers
582
Gurus
15
Core Team
Support and endorse the movement
Support and co-ordinate the movement
Support employee engagement in their own organisations
and share good practice
Provide the movement with extensive experience in the theory and practice of employee engagement
Focus on specific issues identified by the Task Force as
being current employee engagement issues worth
exploring
www.engageforsuccess.org
ENGAGE FOR SUCCESS THE MOVEMENT
www.engageforsuccess.org
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
engageforsuccess.org/join-in
You can view and download the engage for success video at our
website.
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!
Thank you.
Questions? twitter.com/engageforsuccess
linkedin.com/company/engage-for-success facebook.com/EngageForSuccess gplus.to/employeeengagement youtube.com/user/Engage4Success pinterest.com/engage4success/ blogtalkradio.com/engage-for-success
www.engageforsuccess.org
Useful documents
http://www.slideshare.net/Edelman_UK/edelman-trust-barometer-2014-uk-data
http://www.gn-cc.org/sites/gn-cc.org/files/Mirvis_Employee%20Engagement%20and%20CSR_2012.pdf
http://www.slideshare.net/engage4success/e4-s-sustaining-ee-perf-why-wellbeing-matters
Upcoming events http://www.engageforsuccess.org/events-2/
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