Document added 30 Jan. by Nyla Sarwar, 2degrees
David MacLeod and Nita Clarke were commissioned by the Department for Business (BIS) to take an in-depth look at employee engagement and to report on its potential benefits for organisations and employees.
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Department for Business, Innovation and Skills www.bis.gov.uk
First published July 2009. Crown Copyright. BIS/Pub 8859/07/09NP. URN09/1075
Engaging
for Success:
enhancing performance
through employee engagement
A report to Government by
David MacLeod and Nita Clarke
Engaging for success:
enhancing performance through
employee engagement
A report to Government
David MacLeod
Nita Clarke
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The views expressed in this report are the authors’ and do not necessarily reflect those of
the Department or the Government. The authors are not responsible for any third party
material. Original material for the case studies has been supplied by the organisations
themselves and were chosen to reflect a range of sectors of the UK economy, but do not
constitute a representative sample.
ii
Contents
Foreword by Secretary of State
1
Introduction
3
Chapter 1: Employee Engagement – What, why and how 7
Chapter 2: The Case for Employee Engagement – The Evidence 34
Chapter 3: The Barriers to Engagement 66
Chapter 4: Enablers of Engagement – What has to happen to make engagement work 74
Chapter 5: Recommendations 117
Annexes 124
iii
Foreword by Secretary of State
This timely Report sets out for the first time the evidence
that underpins what we all know intuitively, which is that only
organisations that truly engage and inspire their employees produce
world class levels of innovation, productivity and performance.
The lessons that flow from that evidence can and should shape the
way leaders and managers in both the private and public sectors
think about the people who work for them. They should also shape the way employees
approach their jobs and careers.
A recession might seem an unusual time for such reflection – in fact, the opposite is
the case. Because Britain’s economic recovery and its competitive strengths in a global
economy will be built on strong, innovative companies and confident employees, there
has never been a more important time to think about employee engagement in Britain.
This report helps take forward that debate. It sets out what government can do to help
promote an understanding of just how much greater employee engagement can help
improve innovation, performance and productivity across the economy. It launches a
challenge that my department will take forward in the months ahead.
Rt Hon Lord Mandelson
Secretary of State for Business,
Innovation and Skills
1
Introduction
1 We were asked by the then Secretary of State for Business in the autumn of 2008
to take an in-depth look at employee engagement and to report on its potential
benefits for companies, organisations and individual employees. When the new
Secretary of State, Lord Mandelson, met us in the spring, as the recession was biting,
he encouraged us to examine in particular whether a wider take up of engagement
approaches could impact positively on UK competitiveness and performance, as
part of the country’s efforts to come through the current economic difficulties, take
maximum advantage of the upturn when it comes, and meet the challenges of
increased global competition.
2 Our answer is an unequivocal yes. In the course of the past eight months we have
seen many examples of companies and organisations where performance and
profitability have been transformed by employee engagement; we have met many
employees who are only too keen to explain how their working lives have been
transformed; and we have read many studies which show a clear correlation
between engagement and performance – and most importantly between improving
engagement and improving performance.
3 We believe that if employee engagement and the principles that lie behind it were
more widely understood, if good practice was more widely shared, if the potential
that resides in the country’s workforce was more fully unleashed, we could see a
step change in workplace performance and in employee well-being, for the
considerable benefit of UK plc.
4 Engagement, going to the heart of the workplace relationship between employee
and employer, can be a key to unlocking productivity and to transforming the
working lives of many people for whom Monday morning is an especially low point
of the week.
5 We deal with the different definitions of engagement in the report. But at its core is
a blindingly obvious but nevertheless often overlooked truth. If it is how the
workforce performs that determines to a large extent whether companies or
organisations succeed, then whether or not the workforce is positively encouraged
to perform at its best should be a prime consideration for every leader and manager,
and be placed at the heart of business strategy.
6 Where this happens, in places like John Lewis Partnership, Tesco, the London
Ambulance Service, Sainsbury’s, Standard Chartered Bank, BAE Systems, Toyota,
Babcock Marine Clyde, Google, Telefónica O2 UK and many more, the results can
be transformational – because employee engagement enables an adult, two-way
relationship between leaders and managers, and employees, where challenges can
3
Engaging for success: Enhancing performance through employee engagement
be met, and goals achieved, whether it be improved patient care, higher quality
production, or more satisfied customers.
7 Of course a sustainable business strategy and access to cash are vital, just as good
policy and planning are for successful public services. But in a world where most
factors of production are increasingly standardised, where a production line or the
goods on a supermarket shelf are much the same the world over, employee
engagement is the difference that makes the difference – and could make all the
difference as we face the realities of globalised competition and of the millions of
graduates and even more skilled and committed workers that China, India and other
economies are producing each year.
8 As our public services face the reality of an end to the years of rapid growth in
investment, it is hard to see how the quality of service we all aspire to see –
employees and citizens alike – can be achieved without putting the enthusiasm,
commitment and knowledge of public service employees at the forefront of delivery
strategies.
9 Nor is employee engagement only relevant in retail, where customers expect a
cheerful face on the till, rather than a languid hand waving them to a far-off aisle in
response to a query about the availability of marmalade, and where employees’
attitudes demonstrably and immediately impact on customer satisfaction. As Sir
Alan Jones, Chairman Emeritus of Toyota UK told us: “Wherever you work, your job
as a manager is to make your people be the best they can be – and usually they don’t
know just how good they could be. It’s individuals that make the difference”. For
Toyota, this approach is not based on altruism – though it is based on a profound
respect for its members. It is predicated on the firm belief that the most valuable
asset the company has is its people, and that enabling them to have an intellectual
and emotional relationship with their work, as well as a financial stake in the
success of the company, is the key to continuous product and productivity
improvement from the shop floor to the boardroom. Toyota’s people are their
competitive advantage.
10 The way employee engagement operates can take many forms – that is one of the
most fascinating aspects of the topic – and the best models are those which have
been custom-developed for the institution. As everyone knows, John Lewis
Partnership is a company owned by its employees – but the company is clear that
its model of shop-floor voice and engagement, which is such a critical factor in its
continued success, is not simply a function of its ownership structure, but stems
from a profound belief, first articulated by its founder, that people working in the
business are central to its success.
11 Many company leaders described to us the ‘light-bulb moment’ when an
understanding of the full potential significance of employee engagement dawned.
Tesco Chief Executive Terry Leahy has recorded his reaction when he realised that
the company knew more about its customers than it did about its employees, and
4
Introduction
how the company then set about understanding what the workforce wanted, what
motivated them at work and what workplace approaches would best build on those
understandings, working in partnership with the retail workers’ union USDAW. As
Tim Besley, leading economist and member of the Monetary Policy Committee put
it, “there is an increasing understanding that people are the source of productive gain,
which can give you competitive advantage.”
12 Individual employees in companies with strong engagement strategies described to
us how their working lives have been transformed for the better. Mandy Symonds of
United Welsh said: “Being involved not only gives me real opportunities to influence
the decisions which affect me and my future, it also means I am more aware of the
wider picture. As a result I can be confident United Welsh are going places, so for me
it’s the place to be.”
13 Company accounts that show the workforce as a cost on the balance sheet,
alongside capital depreciation, encourage a boardroom mindset which ignores the
people factors. Many people we spoke to also pointed to the limitations of an
approach which regards the workforce en masse as ‘human resources’ leading to a
monolithic and one-dimensional view of people. As Will Hutton, Executive Vice
Chair of the Work Foundation told us: “We think of organisations as a network of
transactions. They are of course also a social network. Ignoring the people dimension,
treating people as simply cogs in the machine, results in the full contribution they can
make being lost.”
14 Within the public sector there is a growing understanding of the importance of
engagement as a medium for driving the performance and well-being of public
servants. This is reflected in the decision of the Civil Service to carry out its first
service-wide survey of employee engagement later this year; it is expected to be
one of the largest single surveys of its kind ever carried out in the UK, covering
some 500,000 civil servants.
15 We hope this report will set out a compelling case to encourage more companies
and organisations to adopt engagement approaches. We believe the evidence we
cite of a positive correlation between an engaged workforce and improving
performance is convincing. We have also set out to demystify engagement by
defining what it is and what it can do for organisations and individuals. We look at
the crucial role of leadership, of so-called soft skills, the role of line managers, the
importance of employee voice and the positive role trade unions and employee
representatives can play.
16 Furthermore we hope it makes the case why, faced with the challenges of recession,
“although adopting employee engagement strategies is challenging for firms at this
juncture, actually it’s more important than ever.” In the words of David Yeandle of
the EEF, the manufacturers’ organisation: “It will be hard to get through the recession
without engaging your workforce.”
5
Engaging for success: Enhancing performance through employee engagement
17 That is why our core recommendation to government is a concerted effort involving
all the stakeholders in the employment field, to raise the profile of this topic, so
more and more people ‘get it’. We propose a national awareness campaign,
facilitated by the Department for Business, Innovation and Skills (BIS). We are
delighted that so many of the leading business figures we have spoken to in the
course of this review have agreed to join a national high level sponsor group to
promote a real discussion, should the Secretary of State accept our
recommendations.
18 Engagement is about establishing mutual respect in the workplace for what people
can do and be, given the right context, which serves us all, as individual employees,
as companies and organisations and as consumers of public services. It is our firm
belief that it can be a triple win: for the individual at work, the enterprise or service,
and for the country as a whole.
19 During this review we have heard from hundreds of people with fascinating and
often inspirational stories to tell. We have spoken to many individual leaders,
companies and organisations, as well as representative bodies including the
Confederation of British Industries (CBI), the Trades Union Congress (TUC), the
Institute of Directors (IoD), the Federation of Small Businesses (FSB), Business
in the Community (BITC) and British Chambers of Commerce (BCC), as well as
professional bodies such as the Chartered Institute of Personnel and Development
(CIPD) and the Chartered Management Institute (CMI). We’ve discussed the topic
with practitioners, and with academics and thought leaders in the field. A series of
regional road shows was also held, attended by a wide range of stakeholders.
We also visited many organisations practising engagement. We received a wide
range of evidence, and an open call for submissions on the BIS website recorded
over 300 responses. A full list of contributors is included at Annex A-D.
20 We are also very grateful for the time and commitment from the practitioners,
experts and leaders, who so generously gave their time individually and collectively
to greatly enrich this report. Throughout, we have been supported by a superb team
from BIS, led by Tom Ridge. Rob Vondy, Area Director of Acas North West, has also
been an invaluable source of advice and support. We owe them all a huge debt; this
report could not have been produced without them.
David MacLeod
Nita Clarke
6
Chapter 1
Employee Engagement –
What, why and how
1 This chapter summarises our findings on the importance of employee engagement
to the UK, looks at some of the barriers to engagement as well as some of its
characteristics, and outlines our recommendations to the government.
2 The following chapters detail more of the evidence about engagement (chapter 2),
the barriers (chapter 3) and some of the factors that lie behind successful
engagement (chapter 4). Our recommendations in full can be found in chapter 5.
3 This report is about unlocking people’s potential at work and the measurable
benefits of doing so for the individual, the organisation and, ultimately, for the UK.
4 It is about retaining and building on the commitment, energy and desire to do a
good job that characterises most people, that ‘first day at work’ feeling, to maximise
individual and organisational performance.
5 Business and organisations function best when they make their employees’
commitment, potential, creativity and capability central to their operation. Clearly,
having enough cash, and a sensible strategy, are vital. But how people behave at
work can make the crucial difference between business and operational success or
failure.
6 Employee engagement strategies enable people to be the best they can at work,
recognising that this can only happen if they feel respected, involved, heard, well led
and valued by those they work for and with. As a representative of the home
insulation company KHI put it: “employee engagement is when the business values
the employee and the employee values the business” (submitted via the review’s
online call for evidence).
7 Engaged employees have a sense of personal attachment to their work and
organisation; they are motivated and able to give of their best to help it succeed –
and from that flows a series of tangible benefits for organisation and individual
alike.
8 “You sort of smell it, don’t you, that engagement of people as people. What goes on in
meetings, how people talk to each other. You get the sense of energy, engagement,
commitment, belief in what the organisation stands for,” is how Lord Currie, former
Chair of the Office of Communications (Ofcom) and Dean of Cass Business School,
puts it. As a number of business leaders told us, “You know it when you see it.”
7
Engaging for success: Enhancing performance through employee engagement
9 It is of course not that simple. There is no one agreed definition of employee
engagement – during the course of this review we have come across more than 50
definitions; three of them are quoted below.
“Engagement is about creating opportunities for employees to connect with their
colleagues, managers and wider organisation. It is also about creating an
environment where employees are motivated to want to connect with their work
and really care about doing a good job…It is a concept that places flexibility,
change and continuous improvement at the heart of what it means to be an
employee and an employer in a twenty-first century workplace.” (Professor Katie
Truss
1
)
“A positive attitude held by the employee towards the organisation and its values.
An engaged employee is aware of the business context, and works with
colleagues to improve performance within the job for the benefit of the
organisation. The organisation must work to develop and nurture engagement,
which requires a two-way relationship between employee and employer.”
(Institute of Employment Studies
2
)
“A set of positive attitudes and behaviours enabling high job performance of a
kind which are in tune with the organisation’s mission.” (Professor John Storey
3
)
10 Early on in the review, when we spoke to David Guest, Professor of Organisational
Psychology and Human Resource Management at Kings College London, he pointed
out that much of the discussion of engagement tends to get muddled as to whether
it is an attitude, a behaviour or an outcome or, indeed, all three. He went on to
suggest that “… the concept of employee engagement needs to be more clearly
defined […] or it needs to be abandoned”.
4
We have decided, however, that there is
too much momentum and indeed excellent work being done under the banner of
employee engagement to abandon the term.
Not everyone who practices engagement uses the term: Liz Sands, Buyouts
Director at 3i Private Equity, told us 3i probably doesn’t use the term
‘employee engagement’ at Board level but “it is fundamental to driving
improved performance in the business and the organisation as a whole is signed
up to it for that reason”.
1
Gatenby, M., Rees, C., Soane, E. and Truss, C (2009) Employee engagement in context. London: Chartered
Institute of Personnel and Development
2
Robinson, D., Perryman S., & Hayday, S. (2004). The drivers of employee engagement. IES Report 408
3
John Storey, Patrick M Wright, David Ulrich eds. (2008). The Routledge Companion to Strategic Human
Resource Management.
4
David Guest, ‘Review of Employee Engagement: Notes for a Discussion, December 2008’ unpublished paper
prepared specifically for the MacLeod Review
8
Chapter 1: Employee engagement – what, why and how
11 There are differences between attitude, behaviour and outcomes in terms of
engagement. An employee might feel pride and loyalty (attitude); be a great
advocate of their company to clients, or go the extra mile to finish a piece of work
(behaviour). Outcomes may include lower accident rates, higher productivity, fewer
conflicts, more innovation, lower numbers leaving and reduced sickness rates.
But we believe all three – attitudes, behaviours and outcomes – are part of the
engagement story. There is a virtuous circle when the pre-conditions of engagement
are met when these three aspects of engagement trigger and reinforce one another.
12 For the purposes of this report, and building on David Guest’s input, we believe it is
most helpful to see employee engagement as a workplace approach designed to
ensure that employees are committed to their organisation’s goals and values,
motivated to contribute to organisational success, and are able at the same time
to enhance their own sense of well-being.
13 Engaged organisations have strong and authentic values, with clear evidence of trust
and fairness based on mutual respect, where two way promises and commitments
– between employers and staff – are understood, and are fulfilled.
14 Although improved performance and productivity is at the heart of engagement,
it cannot be achieved by a mechanistic approach which tries to extract
discretionary effort by manipulating employees’ commitment and emotions.
Employees see through such attempts very quickly; they lead instead to cynicism
and disillusionment. By contrast, engaged employees freely and willingly give
discretionary effort, not as an ‘add on’, but as an integral part of their daily activity
at work.
15 But is employee engagement something new, or simply old wine (long-standing
management approaches) in new (fashionable management-speak) bottles. Is it just
the latest management fad? We believe that while it does have clear overlaps with
analytical antecedents such as commitment, ‘organisational citizenship behaviour’,
job involvement and job satisfaction, there are also crucial differences.
16 In particular, engagement is two way: organisations must work to engage the
employee, who in turn has a choice about the level of engagement to offer the
employer. Each reinforces the other.
17 As IES
5
say, an engaged employee experiences a blend of job satisfaction,
organisational commitment, job involvement and feelings of empowerment.
It is a concept that is greater than the sum of its parts.
18 Employee satisfaction and engagement differ in their predictive power over
outcomes. Measuring satisfaction or morale per se does not tell you how employees
are behaving – measuring engagement can go a long way towards doing so.
5
Robinson, D. (2008) ‘Employee engagement: an IES perspective’, Presentation to the IES HR Network.
9
Engaging for success: Enhancing performance through employee engagement
19 Despite there being some debate about the precise meaning of employee
engagement there are three things we know about it: it is measurable; it can be
correlated with performance; and it varies from poor to great. Most importantly
employers can do a great deal to impact on people’s level of engagement. That is
what makes it so important, as a tool for business success.
6
Engagement is measurable
20 To deal with measurability briefly first – since that is a foundation for insights for
action. Employee engagement is not a science, but the development of survey tools
and questionnaires such as Gallup’s Q12
7
allow levels of ‘engagement’ within an
organisation to be measured. Exactly what aspect of engagement these
questionnaires analyse will vary. Some describe the level of engagement within the
organisation on a scale, or as a percentage. This can enable a comparison between
different parts of the same organisation – engagement levels between different
branches of the same bank for example – and can enable benchmarking of results
against significant external databases, often for the same industry. Some enable the
identification of the prime drivers of employee engagement for an organisation
through regression analysis. The nature of the engagement – with the job, with the
team, with the organisation – can also be identified.
21 Again, measurement of engagement is not an exact science. Some surveys look
at the preconditions for engagement, and/or the outcomes of engagement, while
others emphasise employee attitudes. Typical questions might include: ‘Do you have
the right materials and equipment to do your job properly’?; or the employee might
be asked to register their agreement with statements such as ‘I am personally
motivated to help this organisation’, or ‘I have useful conversations with my line
manager’. Employees at Accenture, for example, are asked to complete a ‘Personal
Engagement List’ and rank a range of factors such as reward and recognition and
quality of life. They then discuss the results with their ‘career counsellor’ assigned
to them by the organisation and action plans are put into place to close any gaps
between importance and satisfaction.
22 But the data gleaned from engagement surveys should be good enough to allow
organisations to address their identified issues – for example where the scores
might be lower than expected – and analyse the factors behind their success, for
example increased scores year on year, within the context of their organisation’s
strategy and goals. The most important thing is for an organisation to be able to
arrive at a shared definition in the context of their business, and for this to translate
into action.
6
To be clear, this report presents the evidence available; it has not been part of the scope of this review to
validate it.
7
The Q12 was developed by and is owned by the Gallup Organisation.
http://www.gallup.com/consulting/52/employee-engagement.aspx. Other employee engagement
measurement tools also exist.
10
Chapter 1: Employee engagement – what, why and how
23 That is not to say that a sophisticated or expensive survey or questionnaire is
always appropriate or necessary to measure engagement levels; many organisations
supplement questionnaires with staff focus groups. For small organisations in
particular the cost will almost certainly be prohibitive and may seem bureaucratic
and burdensome. However, many leaders of small and medium businesses told us
that once a business grows to a size where, in the words of one of the employers we
spoke to, “we can’t all go to the pub together”, gauging levels of engagement makes
good business sense. We deal with some of the specific issues for SMEs in chapter 4.
24 We have also been struck by the number of people who told us of the equal
importance of using instinct and judgment. It is also clear that simply doing a survey
and publishing the results is not the same as an engagement strategy. Measuring
engagement is simply a tool to allow you to find out how engaged your people are.
Pfizer emphasised to us that engagement is a process not an event. Mark Mitcheson,
Talent and Organisation Capability Lead at Pfizer, says: “We work hard to avoid falling
into the trap that some other organisations make – assuming that doing a survey is
doing engagement – it’s an important part of the process, but only part of it. There is a
danger that you can spend too long looking at and analysing the figures, rather than
engaging with staff on how to improve.” As Andrew Templeman, of the Cabinet Office
Capability Building Programme put it to us: “No one ever got a pig fat by weighing it”.
It correlates with performance
25 Levels of engagement matter because employee engagement can correlate with
performance. Even more significantly, there is evidence that improving engagement
correlates with improving performance – and this is at the heart of our argument
why employee engagement matters to the UK.
26 The following chapter sets out the major evidence for these correlations. Here we
highlight some of the findings.
27 Gallup in 2006
8
examined 23,910 business units and compared top quartile and
bottom quartile financial performance with engagement scores. They found that:
●● Those with engagement scores in the bottom quartile averaged 31 – 51 per cent
more employee turnover, 51 per cent more inventory shrinkage and 62 per cent
more accidents.
●● Those with engagement scores in the top quartile averaged 12 per cent higher
customer advocacy, 18 per cent higher productivity and 12 per cent higher
profitability.
28 A second Gallup study of the same year of earnings per share (EPS) growth of 89
organisations found that the EPS growth rate of organisations with engagement
scores in the top quartile was 2.6 times that of organisations with below-average
engagement scores.
9
8
Harter , J.K. et al (2006), Gallup Q12 Meta-Analysis
9
Gallup Organisation (2006). ‘Engagement predicts earnings per share’.
11
Engaging for success: Enhancing performance through employee engagement
29 Tower Perrins-ISR
10
carried out a global survey in 2006 which included data
gathered from opinion surveys of over 664,000 employees from over 50 companies
around the world, representing a range of industries and sizes. The survey compared
the financial performance of organisations with a highly-engaged workforce to their
peers with a less-engaged workforce, over a 12 month period.
●● The results indicated a significant difference in bottom-line results in companies with
highly-engaged employees when compared with companies with low levels of
employee engagement.
●● Most noticeable was the near 52 per cent gap in the performance improvement in
operating income over the year between companies with highly-engaged employees
versus companies whose employees had low engagement scores. Companies with
high levels of employee engagement improved 19.2 per cent in operating income
while companies with low levels of employee engagement declined 32.7 percent
over the study period.
30 In evidence to the review, Standard Chartered Bank reported that in 2007 they
found that branches with a statistically significant increase in levels of employee
engagement (0.2 or more on a scale of five) had a 16 per cent higher profit margin
growth than branches with decreased levels of employee engagement.
It correlates with innovation
31 Gallup indicate that higher levels of engagement are strongly related to higher levels
of innovation. Fifty-nine per cent of engaged employees say that their job brings out
their most creative ideas against only three per cent of disengaged employees.
11
This
finding was echoed in research for the Chartered Management Institute in 2007
which found a significant association and influence between employee engagement
and innovation. Based on survey findings from approximately 1,500 managers
throughout the UK, where respondents identified the prevailing management style of
their organisation as innovative, 92 per cent of managers felt proud to work there.
12
32 As Professor Julian Birkinshaw of the London Business School told us: “employee
engagement is the sine qua non of innovation. In my experience you can have engaged
employees who invest their time in multiple directions (such as servicing clients,
creating quality products) but you cannot foster true innovation without engaged
employees.” His view was echoed by Kieran Preston, director general of Metro, the
public transport provider for West Yorkshire: “Employee engagement is important to
Metro as it drives challenge and innovation and keeps Metro at the forefront of best
practice in transport.”
33 Both Sainsbury’s and O2, two companies that have recorded significant recent
successes, believe that their recent growth has been predicated on a transformation
10
Towers Perrin-ISR (2006) The ISR Employee Engagement Report.
11
Krueger, J. & Killham, E (2007) ‘The Innovation Equation’. Gallup Management Journal
12
Kumar, V. and Wilton, P. (2008) ‘Briefing note for the MacLeod Review’, Chartered Management Institute
12
Chapter 1: Employee engagement – what, why and how
of their approach to their workforce, based on highly developed engagement
models. “In our business with almost 150,000 people, engagement is a key concern. In
businesses of our scale, you don’t even get started without engagement,” Justin King,
CEO of Sainsbury’s told us.
Public sector impacts
34 In the Civil Service indicative evidence suggests that departments with high
engagement levels (measured through staff surveys) also tend to perform well in
capability reviews – a key metric of departmental performance. Seventy-eight per
cent of highly engaged public sector staff believe they can have an impact on public
services delivery or customer service – against only 29 per cent of the disengaged.
(Towers Perrin 2007) Research in Canada suggests that the link between
engagement, customer service and profitability in the private sector could translate
to the public sector – with trust and public confidence at the end of the chain,
rather than profit.
13
“The Civil Service faces unprecedented challenges tackling complex policy issues
every day. In order to meet these challenges we must harness the talents of all our
staff to the full. Our employee engagement programme enables us to do this by
understanding and improving civil servants’ experience of work, helping to ensure
that they have access to the opportunities they need to achieve success in their
roles. This, in turn, supports our drive to deliver improved public services and better
outcomes for citizens.” Sir Gus O’Donnell, Cabinet Secretary and Head of the
Home Civil Service.
35 Some have questioned which is the chicken and which the egg – does engagement
lead to performance or is it the other way around? Marcus Buckingham, who has
studied this area for many years, concludes from various longitudinal studies that it
is engagement that leads to performance, and this is a four times stronger
relationship than performance leading to engagement.
14
ISR, from different studies,
have reached the same conclusion.
36 However, there is no single study that has proved beyond doubt that engagement
explains higher performance, or improving engagement causes improved productivity
and performance; it is difficult to imagine comparators where all factors are the
same, which is what would be required to prove causality. But while each of the
studies indicated above, together with individual company studies, are all open to
some degree of challenge, taken together they offer a very compelling case.
37 And as Professor Chris Bones, Dean of Henley Business School, pointed out, it is
hard to believe that the many blue chip and admired companies and organisations
putting substantial effort and resources into assessing and improving engagement –
13
Canadian Government Executive: June/July 2006 – http://www.tbs-sct.gc.ca/rp/pstc-eng.asp.
Acccessed 1 July 2009
14
Quoted during telephone conversation with Review team, 2009
13
Engaging for success: Enhancing performance through employee engagement
such as Diageo, Rolls-Royce, AstraZeneca, first direct and many more – would be
doing so if they were not convinced of its importance to their bottom line.
“The way employers treat employees has a direct effect on how employees treat
customers. Customers, or service users, vote with their feet depending on the quality
of the interaction they experience with any given organisation. Quality customer and
employee interactions are, over the long run, the lifeblood of any business. These
quality interactions ensure brand loyalty, advocacy and can give an organisation a
competitive edge, which if rooted in their ‘culture’ can be hard if not impossible to
replicate”. Jonathan Austin, Best Companies
Other outcomes of engagement
●● Engaged employees in the UK take an average of 2.69 sick days per year; the
disengaged take 6.19.
15
The CBI reports that sickness absence costs the UK
economy £13.4bn a year.
16
●● Seventy per cent of engaged employees indicate they have a good
understanding of how to meet customer needs; only 17 per cent of non-
engaged employees say the same.
17
●● Engaged employees are 87 per cent less likely to leave the organisation than
the disengaged.
18
The cost of high turnover among disengaged employees is
significant; some estimates put the cost of replacing each employee at equal
to annual salary.
●● Engaged employees advocate their company or organisation – 67 per cent
against only three per cent of the disengaged. Seventy-eight per cent would
recommend their company’s products of services, against 13 per cent of the
disengaged (Gallup 2003).
19
Public sector employees are less likely to be
advocates for their organisation than private sector staff.
20
●● Research by Ipsos Mori on Audit Commission data showed that staff in
councils rated as ‘excellent’ had much better results than those in weak or
poor councils when asked about factors such as being informed and
consulted, having confidence in senior managers and understanding the
overall objectives of their organisation; they were also twice as likely to be
advocates for their organisation than staff in weak or poor councils.
21
15
Gallup, 2003, cited in Melcrum (2005), Employee Engagement: How to Build A High Performance Workforce
16
CBI-AXA (2007), Annual Absence and Labour Turnover Survey
17
Right Management (2006), Measuring True Employee Engagement, A CIPD Report
18
Corporate Leadership Council, Corporate Executive Board (2004)’Driving Performance and Retention through
Employee Engagement: a quantitative analysis of effective engagement strategies’
19
Ibid.
20
Ipsos MORI/Improvement and Development Agency (2006). Lessons in Leadership
21
Ibid.
14
Chapter 1: Employee engagement – what, why and how
Engagement levels in the UK are low – and vary widely
38 There is a wide variation in engagement levels in the UK within organisations and
companies, and between them. The Corporate Leadership Council (CLC) report that
the highest scoring companies record 23.8 per cent of their people in the high
engaged category; in the lowest scoring companies only 2.9 per cent of their people
are in the highly engaged category, using the same measurement techniques.
22
IES
found engagement in organisations varied between age groups, between the type of
organisation and between different job roles.
23
The most recent Workplace
Employee Relations Survey (WERS) from 2004 indicates that job-related
satisfaction varied across workplaces, suggesting that it was partly determined by
the workplace itself not just by demographic or job-related characteristics.
24
39 A study by Professor Katie Truss and Kingston Business School for CIPD in 2006
25
found that only three in ten of UK employees were actively engaged with their
work, findings echoed by a YouGov survey for the TUC in 2008.
26
Recent work from
CLC indicates that one in five UK workers may be disengaged – with only four per
cent exhibiting the highest levels of engagement.
27
40 Within the public sector, levels of engagement are comparable. According to Towers
Perrin, 12 per cent of UK public sector staff are highly engaged and 22 per cent are
disengaged
28
, figures borne out by results from the annual NHS staff survey.
29
41 Even if these figures are only indicative, they still suggest that overall levels of
engagement in the UK are lower than they could be.
42 Evidence about the effect of the current economic climate on engagement is mixed.
The CLC
30
findings from across 60 companies in the third and fourth quarters of
2008 suggest that the number of highly disengaged employees has increased from
one in ten to one in five from the first half of 2007 to the second half of 2008.
43 On the other hand recent evidence from the CIPD suggests that job satisfaction and
employee loyalty levels are holding up (in comparison to figures from 2006).
31
22
Corporate Leadership Council, Coporate Executive Board (2004) ‘Driving performance and retention through
employee engagement – a quantitative analysis of effective engagement strategies’
23
Institute for Employement Studies evidence to IES HR network, March 2008.
24
Kelsey, Alpin, Forth et al (2006) Inside the Workplace: Findings from the 2004 Workplace Employment Relations
Survey also at
http://www.berr.gov.uk/whatwedo/employment/research-evaluation/wers-2004 .Accessed 1 July 2009
25
Truss, C., Soane, E., Edwards, C., Wisdom, K., Croll, A., and Burnett, J. (2006). ‘Working life: employee attitudes
and engagement 2006’ CIPD.
26
TUC, ‘What do Workers Want?’; YouGov poll for the TUC August 2008
27
Corporate Leadership Council /Corporate Executive Board (2008). ‘Improving Employee Performance in the
Economic Downturn’
28
Towers Perrin, Executive Briefing: Engagement in the Public Sector, 2007.
29
Healthcare Commission (2008). Sixth Annual National NHS staff survey
30
Ibid.
31
C Truss et al, CIPD and Ipsos MORI, revised 2009
15
Engaging for success: Enhancing performance through employee engagement
The impact of the engagement deficit
44 Even though according to CLC research
32
97 per cent of business leaders say that
innovation will become more important over the next three years, managers appear
to be increasingly less likely to encourage and support employees to try new things.
From 2008 – 2009 the numbers saying their manager supported new ways of doing
things declined from 51 per cent to 40 per cent; the numbers reporting that
managers were encouraging them to develop their own ideas declined from 51 to
43 per cent; and those reporting their manager encouraged them to try new ideas
out declined from 48 to 38 per cent. No fewer than 42 per cent of employees
would refuse to recommend their organisation as an employer to friends and family,
according to a report by ACCOR.
33
45 Engagement and involvement are critical in managing change at work; according to
PricewaterhouseCoopers (PwC), nine out of ten of the key barriers to the success of
change programmes are people related
34
; only 24 per cent of private sector
employees believe change is well managed in their organisations (15 per cent in the
public sector) according to Ipsos MORI.
35
46 The increasing evidence that individuals’ skills are being under-utilised at work –
a significant source of disengagement for the individuals affected – also suggests
significant wastage and is a concern highlighted by the UK Commission for
Employment and Skills (UKCES). The most recent WERS survey
36
found that over
half of employees surveyed thought the skills they possessed were higher than
those required to do their job.
47 A further challenge is that employees’ freedom to take decisions and organise their
work – an important component of engagement – appears to be falling, according
to the British Skills Survey. Task discretion declined between 1992 and 2001, and
the proportion of people saying they had a great deal of discretion over how to do
their work fell from 57 to 43 per cent over the same period.
48 The disengagement gap may also be a factor behind Britain’s continued lag in the
international productivity league table, according to a recent report from the
Advanced Institute of Management Research on the Organisation of Productivity
(December 2006).
49 Concern over engagement levels is widely shared. From a global sample of 60
corporations the Corporate Leadership Council found that over 80 per cent of senior
32
Ibid.
33
Accor: Reward to Engage: Rewards, Benefits and Employee Engagement in Today’s Organisations and at
http://engagement.accorservices.co.uk/website/employee-engagement-whitepaper-form.html.
Accessed 1 July 2009
34
PwC, Managing Change in Your Business, September 2000.
35
Ibid.
36
Kelsey, Alpin, Forth et al (2006) Inside the Workplace: Findings from the 2004 Workplace Employment
Relations Survey. Also at http://www.berr.gov.uk/whatwedo/employment/research-evaluation/wers-2004.
Accessed 1 July 2009
16
Chapter 1: Employee engagement – what, why and how
human resources (HR) professionals agreed that employee engagement was a high
priority for 2009 and 40 per cent claimed it had become more of a priority over the
last year.
37
Senior private sector HR managers believe that the top challenge they
face now is maintaining employee engagement.
50 PWC research
38
suggests that CEOs identify the availability of people and talent as
the top barrier to growth, more than the downturn; to compete for talent “we need
to change the way we recruit, motivate and develop people.”
51 If higher engagement is associated with higher performance, the low levels of
engagement described above may be costing the UK dear in terms of lost
performance. Gallup suggest that in 2008 the cost of disengagement to the
economy was between £59.4 billion and £64.7 billion.
39
The IES/Work Foundation
report People and the Bottom Line
40
found that if organisations increased investment
in a range of good workplace practices which relate to engagement by just ten per
cent, they would increase profits by £1,500 per employee per year.
The positive story
52 However, there is another side to the picture. In the course of our review we have
encountered compelling examples of organisations which have radically improved
their performance through employee engagement approaches. These organisations
without exception are committed to extending and developing their employee
engagement strategies because they believe employee engagement to be
fundamental to their future success. Many are protecting their staff development
and training budgets despite difficult circumstances, as a result.
53 These exemplars can be found in the private, public and third sector, in very large
and very small organisations, in manufacturing and in the service sector. They also
demonstrate that engagement is not just for white collar or retail staff.
37
Ibid.
38
Ibid.
39
Annual cost of actively disengaged employees estimated by Gallup through a three-step process. First, it
applied its proprietary formula to the Q12 survey results to calculate the number of actively disengaged
employees in the UK. Next, widely used published statistical guides (standard utility analysis methods)
were applied to the 24,002 GBP per year median salary in the UK. This yielded 2,048 GBP in losses per
worker, multiplied by 29 million British workers who are 18 years old or older, produced the 59.48 billion
GBP estimate. The 64.7 billion GBP estimate was based on a different economic measure – the UK’s Gross
Domestic Product in the year 2007. The GDP figure was divided by the total number of British workers
to yield 52,221 GBP worth of goods or services per worker last year. Again applying standard utility
analysis methods, the Gallup statisticians found that a 4.3 per cent increase in output per worker would
be attributable to eliminating active disengagement from the workforce. This 4.3 per cent increase, applied
against the 52,221 GDP average output figure amounts to 2,228 per person in the total workforce, or 64.7
billion USD overall.
40
Tamkin P, Cowling M, Hunt W (2008) People and the Bottom Line Report 448, Institute for Employment
Studies
17
Engaging for success: Enhancing performance through employee engagement
Case Study
Serco
Serco is a FTSE 100 international service company with more than 40,000
employees delivering services to government and private clients in over 30
countries.
A new business unit within one of Serco’s largest divisions was formed in early
2006 with over 3,000 employees across nearly 50 contract sites in the UK. The
team carried out a variety of roles from cleaners and caterers to security
guards and engineers. To deliver revenue and margin growth plans the business
leaders needed to make significant changes to improve customer satisfaction.
The changes needed to be sustained and the risk to the customer, minimised.
Employee engagement was at the heart of the strategy. Clear communication
about the need for change was essential to sustain performance improvement.
The employee engagement survey provided critical data on where
improvements were needed. Action plans were developed locally with
employees. Managers discussed the results with their teams and collectively
agreed what to do differently. The actions formed part of the manager’s
performance management objectives.
Managers found that the key to their success was to proactively identify,
recognise and publicise great performance. Employees seeing their managers
take action as a result of the survey, positively improved engagement scores.
Participation in the survey increased from a low of 56 per cent, in the first year,
to 71 per cent two years later. Positive responses to questions on clarity of
roles, how employees contributed to their wider team, and understanding of
how they fitted into Serco’s vision and strategy all increased each year. More
employees now feel that they play an important part in the success of the
business, and that they are recognised and valued for their contribution.
Through the survey Serco were able to measure the significant impact their
leaders had on creating a values-led environment focused on delivering great
service. Increased employee engagement was accompanied by a 12 per cent
increase in customer satisfaction and significant double-digit revenue and
margin growth over the past three years.
18
Chapter 1: Employee engagement – what, why and how
Case Study
Blackpool, Fylde and Wyre NHS Foundation Trust
Blackpool, Fylde and Wyre NHS Foundation Trust has embedded engagement
and partnership working across the whole of the Trust’s operation. Engagement and
partnership working are described as ‘the Blackpool way; it’s how we do things
around here.’ Its foundation is a clear statement of the Trust’s aims and values, and
a well-communicated strategy, which identifies and builds on the issues of most
importance to staff.An engaged workforce enabled the trust to undertake
significant reform and achieve Foundation status, while taking the staff with them.
In 2006 the Trust faced a financial crisis with a projected budget deficit of
£21 million. The service had the ambition to become a Foundation Trust, but
was faced with too many hospital sites, significant bed pressures, and a lack of
clinical engagement as well as high reference costs.
Working in partnership with trade unions, the Trust undertook a full public
consultation to agree a way forward – and to deliver the changes needed in
one year. These included the closure of outlying sites, the centralisation of day
case surgery, the relocation of services including stroke services, the
reconfiguration of medicine and surgery services, an overall reduction of 200
beds and a reduction of over 500 posts.
Partnership and engagement with staff was based on an underlying emphasis on
clinical improvement across the board. Plans were agreed with the Clinical Policy
Forum, the staff side and the patients’ forum.A complete staff mapping exercise
was carried out, accompanied by aspirational interviews. Strict controls were
placed on vacancies and bank staff. As a result only two grievances were lodged
as a direct result of the changes – and Foundation status was achieved.
The partnership working has continued with the delivery of the Trust’s
workforce plan, which is underpinned by a comprehensive workforce
engagement strategy which operates across every department and operation
in the Trust. Blackpool wants to be a model employer, based on the quality of
its communications with staff and relations between staff and managers. The
emphasis is on continuous improvement and staff development, tackling
sickness and absence and reducing stress, recognising work well done and
ensuring equality and diversity; progress is monitored through regular staff
surveys and the Trust has a well-developed staff awards system.
One of the most significant partnership outcomes has been the ‘partnership
for learning’ project supported by the Trust, UNISON and Blackpool and the
Fylde College, to improve literacy and numeracy skills, improve the motivation
and confidence of staff and widen participation in learning.
19
Engaging for success: Enhancing performance through employee engagement
The learning partnership has seen over 1,000 members of staff undertake a
wide variety of courses. In particular literacy and numeracy skills have been
improved as well as basic IT skills, and all partners believe it has been
significant in breaking down barriers to learning.
The project now aims to expand its horizons by offering financial advice and
support, working with the Financial Services Authority, Blackpool Council and
a local credit union.
The trust won the Healthcare People Management Association (HPMA)
partnership award in 2008.
Case Study
Broadway
Broadway is a small charity providing a range of services and support to
homeless people. It employs 180 people in London. Competition for service
contracts and talent is fierce in the social care sector, and so Broadway have
invested in their employment offer and HR practices to attract the highest
quality people, who are looking for engagement at work, and given them the
freedom to deliver quality services.
Broadway gathered data from its staff survey and bench-marked it against 13
other homelessness charities. Broadway scored highest in 9 out of the 11
categories and achieved the highest organisational score for engagement.They
have also been listed in the Sunday Times 100 Best Small Companies for the last
three years.
Broadway places a lot of emphasis on only recruiting people who are willing to be
engaged, and have developed recruitment processes that identify those people.
Employees are offered challenging work and the autonomy and flexibility to
improve the services they deliver. Broadway has flexible working practices and
staff are trusted to manage their time effectively. However, Broadway ensure
that all staff understand the organisation’s values and standards, and that they
have clarity on what is expected of them. Staff are given the information they
need to do their jobs well, and 80 per cent agree that they have plenty of ways
to feed their views up the organisation.
The result is quality services that are rated highly by clients, and a reputation
as an employer of choice. Eighty-one per cent of clients said they were fully
satisfied with Broadway’s services in 2008 and demand for jobs continues to
be considerably higher than for other charities.
20
Chapter 1: Employee engagement – what, why and how
Case Study
ROK (previously EBC)
In 2000, Garvis Snook joined a building company in trouble following the 90’s
recession which had hit the construction industry particularly hard. EBC
employed 600 people, had a turnover of £85million, was running at a loss of
£2milllion a year and was on the point of going bust.
The company had always been run on a command and control basis with a
‘them’ and ‘us’ attitude not just between the board and the staff but between
the managerial staff and the trades people on the front line.
Garvis Snook changed all that with a complete transformation of the company
ethos which centred on creating a shared vision of EBC, now renamed Rok, as
your ‘local builder’ offering exceptional customer service. Garvis introduced the
same terms and conditions for both blue and white collar staff, incentivised
good performance and asked those delivering on the front line to input their
views into how things could be done better.
This was not an easy journey and success was hard won. But the results have
been outstanding. Rok has seen growth in turnover from £85 million in 2000
to £1 billion in 2008. The workforce has grown from 600 to over 5,000. In an
industry which expects to make returns of about one per cent from sub
contractors, Rok is making around six per cent from deploying its direct
workforce. They have a committed, highly skilled and loyal workforce and a
long waiting list of people wanting to join the company. Garvis Snook says:
“When I started this journey people thought I was mad and the Board were not
universally enthused. But I knew that without getting the workforce fully
engaged and committed the company would die. Instead of which it was reborn.”
Case Study
Department for Work and Pension’s State Pension
Forecasting and Pension Tracing Service Unit
The State Pension Forecasting & Pension Tracing Service Unit at the
Department for Work and Pensions (DWP) is responsible for providing
forecasts of individuals’ State Retirement Pension when they are approaching
pensionable age. They also offer a private pension tracing service for individuals
who have been in a private pension scheme but have not retained links with
the scheme. The unit deals with clerical applications and telephone queries
through its Call Centre in Newcastle.
21
Engaging for success: Enhancing performance through employee engagement
A number of years ago the unit was not operating to its potential, had high
attrition rates and sickness absence levels which were having a negative effect
on service levels. These issues were considered to be a risk to an organisation
operating in a target driven environment and needed to be addressed.
The manager and his team agreed that it was clearly time for change and that
the only effective way to make that work was by getting everyone in the
organisation involved. The key was to engage with staff and to ensure that all
staff policies, including those surrounding performance and attendance
management, were seen to be fair and consistently applied to all. Workshops
were held where every team and each team leader was given the opportunity
to express their views about how improvements could be made and how
teams should be managed. What evolved was a new way of working that was
endorsed by the staff.
A number of things were initiated surrounding improving engagement and
communication with staff underpinned by a Staff and Management Charter;
describing the expectations that staff had of managers and vice-versa.
A network of ‘Change Agents’ was created to represent staff and provide a
route for views and ideas so that they can be taken into account. The network
also provides a means for information and updates from the management
teams to be cascaded to staff.
All of the above was premised on the principle that if staff are given sufficient
information and involvement to help them understand and commit to an idea
they will then be willing to engage with it. Once they see and experience the
benefits of the changes it quickly becomes ‘standard practice’ and just ‘the way
we do things’.
Overall the efficiency of the unit has increased significantly and it has won
many awards including the DWP Call Centre of the Year for two consecutive
years. It has high staff engagement scores in the DWP Staff Survey with over
80 per cent of staff participating.
Dave Stirling the Manager of the unit says: “The activities are not magical or
new, they are all common sense and good management but in this case engaging
with employees has shown just what can be done. The important thing is to make
a start”.
22
Chapter 1: Employee engagement – what, why and how
Case Study
Reed Elsevier
Reed Elsevier’s journey started in 2006 when they had the output to their
Employee Opinion Survey and realised that they could not truly identify what
made them a high performing organisation and a great place to work. They
visited twenty globally-recognised ‘best places to work’ in Reed Elsevier, as well
as 15 external organisations. Internally, focus groups were also run. This helped
define a number of leader characteristics unique to Reed Elsevier which could
be correlated with a high performance work environment – as well as with the
effectiveness of both engagement and talent management.
At the same time, studies were being carried out within Reed Elsevier to gain
understanding of customer loyalty, based on the principles of Reichheld’s Net
Promoter Score.
The benefits of this approach allows them to identify people based drivers of
employee engagement, customer satisfaction and financial performance.
54 Steve Elliott, Chief Executive of the Chemical Industries Association, told us:
“Effective employee engagement is crucial to chemical and pharmaceutical
businesses located in the UK. The health and safety nature of the industry and our
successful performance in this field, combined with the unprecedented levels of
restructuring over the past decade achieved with significant employee support, means
that the sector has a strong employer/employee relationship. The joint work of
employers, workforces and their representatives is a key feature of what we do.”
Case Study
The VT Group
The VT Group is one of the UK’s leading defence and support services
companies. The Group employs over 12,000 people, primarily in the UK and
the US, and has a turnover of £1.6 billion. Historically a shipbuilder, VT has
responded to the changing nature of the market by dramatically transforming
its business, restructuring and moving from a manufacturing to an engineering
based support services business.
23
Engaging for success: Enhancing performance through employee engagement
Paul Lester, CEO said: “Achieving our business goals requires the company to
develop the skills, leadership and, in particular, the engagement of its people.
This issue is vital: our research shows that engaged employees come out of
restructuring quicker and achieve the commercial benefits faster than employees
who are not engaged. People in the organisation therefore need to develop their
skills and approach. This means continuing to change the mindset of employees
from that of a traditional manufacturer to one that is more flexible, dynamic and
entrepreneurial.”
Key to this is ensuring that the senior management team effectively
communicate a clear, consistent and compelling case for change and
encourage feedback from staff to ensure that they understand and take on
board messages.
VT has also worked on making sure the business structure, values and culture
support their new business goals to make the transition as smooth as possible.
VT started by restructuring the group’s business units around markets and
centralising some corporate functions. It also undertook an extensive exercise
of communicating and discussing organisational vision and values at
workshops with all employees, explaining what they mean in practice for each
individual. The values focus on empowering people and supporting individual
personal development; adopting a results-focused ‘can-do/will-do’ approach
which supports innovation and creativity; and understanding the needs of
customers and suppliers.
The VT values underpin a number of vital transformation processes in the
organisation, including an extensive programme of coaching to bring the best
out of their people, a new performance-related appraisal scheme, a
commitment to challenging poor behaviour, designing rewards to encourage
the type of behaviour and action required to meet business aims, and
customer surveys to keep abreast of the views of their client group.
VT’s emphasis on values-driven engagement has led to improved team
working, mutual support, greater personal responsibility, autonomy,
collaboration and influencing which are resulting in greater innovation: more
ideas, and of a higher quality. Although still on the journey to becoming the
business set out in their vision, the organisation is confident it will achieve its
objectives. The Group’s financial performance has continued to improve,
despite a testing economic environment and it was recently ranked as the top
performing supplier to the MoD.
55 These and many other examples suggest that when it comes to engagement, it is
not a case of inventing something new; good practice is out there, transforming
organisations and transforming lives.
24
Chapter 1: Employee engagement – what, why and how
Dealing with the recession
56 Employee engagement approaches can help companies and organisations deal with
the challenges of recession because by establishing trust, they can unlock more of
the knowledge and commitment of individual employees, for example in developing
ways of performing tasks more effectively and efficiently. As Paul Drechsler, CEO of
Wates Group, told us, “a leader’s focus on engagement is even more important during
difficult times to motivate, engage and ultimately retain your people.” Engagement
can enable organisations to retain their employees’ support while taking and
implementing difficult decisions. Indeed unlike the experience in previous
recessions, many companies have in the past year worked closely and
collaboratively with staff to mitigate the effects of scarce credit and collapsing
markets on the workforce. There is also evidence that companies are trying to
protect training and staff development budgets, despite cost pressures (CBI
Employment Trends, 2009).
57 Professor John Purcell’s current research, presented to a CIPD/Acas conference on
11 June 2009, has uncovered a variety of ‘Black Monday’ stories illustrating
individual cases where the effects of the recession have been badly handled, leading
to a collapse of confidence, breach of trust and a withdrawal of engagement. On
the other hand he points to an example of a company forced into hard choices, but
done in a way which has led to an increase in engagement and protected both
workforce and company prospects. The American-owned company, making medical
equipment, proposed to off-shore aspects of production to eastern Europe, leading
to doubts about the viability of the factory. The leadership engaged the workforce,
individually and through the union and non-union representatives, with very
extensive consultation and communication, explaining the reasons behind the
decisions and examining alternatives. Managers were highly visible throughout the
process. Agreed strategies included ending the use of agency work, new shift
patterns resulting in reductions in pay, new production processes, training for all
staff, in-filling posts with more qualified personnel, good treatment for those
leaving. A detailed staff survey taken before and after the downsizing – which
reduced the workforce from 450 to 100 employees – showed that key engagement
indicators rose: the proportion of staff saying management were good at seeking
views rose from 41 to 79 per cent; those saying managers could be relied on to
keep their promises rose from 37 to 72 per cent; managers treat employees fairly
rose from 50 to 76 per cent. Pre-existing high commitment levels – which provided
a platform for the joint approach – rose even further; the numbers saying they
shared the values of the organisation rose from 70 to 90 per cent, which the
proportion saying they felt proud to tell people where they worked increased from
78 to 86 per cent.
25
Engaging for success: Enhancing performance through employee engagement
Case Study
JC Banford Excavators (JCB)
JCB’s most successful year in its 64-year history was 2007. Over 72,000
machines were produced during that year for the global construction
equipment market, which had enjoyed five successive years of strong growth.
But during the first half of 2008, the credit crunch started to have an impact
on the construction sector, and in particular on the residential housing market.
This resulted in a slowdown in orders for all construction equipment
manufacturers and JCB was the first company to announce redundancies in
response to this situation.
During late September/early October, the credit crunch became a global
financial crisis. Business and consumer confidence collapsed to a new low and
this accelerated the order intake slowdown that JCB was already experiencing.
More redundancies were inevitable but the company was determined to
mitigate the impact on employees as much as possible and retain skills in
anticipation of an upturn the following year. During October, JCB proposed a
shorter working week to the GMB union as an alternative to hundreds of
redundancies. Following detailed discussions between company management,
the GMB union and employees, the union balloted their members to establish
if they would accept a 34-hour working week in order to protect 332 jobs that
would otherwise be at risk. The result was two-to-one in favour of the shorter
working week for a minimum six month period.
In the weeks running up to the ballot, and on a regular basis since then, JCB
has actively communicated with employees in face-to-face sessions to explain
the background to the overall business situation and the measures that are
being taken in response. This has meant that each employee has clearly
understood the rationale behind all proposals and decisions, even though these
were difficult for all concerned and in some cases, meant redundancy or
reduced pay for certain employees. Separately, JCB also needed to secure the
active participation of all employees in a wider cost reduction exercise to
ensure that the business was ‘right-sized’ and ‘right-costed’ in light of the more
difficult market conditions. This is widely regarded in JCB as a successful
employee engagement exercise during the most difficult trading environment
that the company has ever seen with sales down 50 per cent year-on-year.
26
Chapter 1: Employee engagement – what, why and how
Case Study
KPMG
KPMG has worked hard to develop a high level of engagement within the
organisation. Staff expect managers to tell them how it really is – in good times and
bad, and this has been the foundation of developing its Flexible Futures programme
as one of the approaches to help weather the uncertainty of the recession.
Following extensive communication on the effects of the recession on the business,
staff were consulted on the design and implementation of a programme of
voluntary short-term working reduced hours. Having set itself a target of 65 per
cent sign up, KPMG were delighted that 85 per cent of staff were willing to sign up
for reducing their hours by one day a week, or taking 4-12 weeks off on 30 per cent
pay, if business need required it. Sarah Bond, Head of Engagement, says: “We were
open with colleagues about the need to introduce additional flexibility in our staffing
arrangements to help prepare for uncertain times. It is a clear indicator that staff at
KPMG feel a shared ownership for the organisation’s fortunes, and I am very sure that
we would not have achieved such a positive response without the high level of
engagement between staff and management.”
Case Study
Lloydspharmacy
The recession came early for Lloydspharmacy, the chain of 1,700 pharmacies,
when in 2007 the Government imposed a greater than expected levy, removing
significant bottom line profit. Lloydspharmacy maintained its 2008 training
budget, supporting over 11,000 passes in recognised pharmacy qualifications plus
investing in a programme around customer best care for all 16,500 employees.
European parent company, Celesio has questioned their position on capital
investment; however, support for the annual multi-million pound investment in
training and communication events has continued. 2009 started with a major
conference for 1500 managers and training is scheduled for every pharmacy
management position. Despite ever tougher targets and a major restructure,
2008 saw an improvement in engagement levels, with more staff posting
positive responses in the staff survey to questions concerning satisfaction,
motivation, pride and product and employer advocacy.
Results of the survey also demonstrated a positive link between staff engagement
and the growth of optional service provision. Engagement levels were highest
where staff had the greatest success in growing additional services such as
methadone dispensing or needle exchange – the message quite clearly being,
the more engaged the people, the more willing they are to go the extra mile.
27
Engaging for success: Enhancing performance through employee engagement
Case Study
Freshfields Bruckhaus Deringer
Leading international law firm Freshfields Bruckhaus Deringer sees employee
engagement as a central lever to drive results in unprecedented market
conditions which have hugely impacted on their traditional work of
acquisitions and mergers.
Freshfields now encourage their associates to work with more flexibility and
with greater creativity of thought; take much greater responsibility for cross-
team working; and to have an ability to talk with skill about a broader and
deeper range of market and legal developments. In order to retain the
enthusiasm and energy of their associates and help them better face the
challenges ahead, they decided to complement technical training
programmes with an engagement approach that highlighted the new set of
skills that the firm required but which had not, until now, been formally
developed. In these markets it was also critical that such programmes were
cost efficient.
They designed and implemented two engagement activities in London – the
firm’s largest office. One was the creation of an Associate Engagement Group
(AEG) and the second was an intensive two week programme of engagement
and communication called the London Festival.
The AEG runs on an annual basis and its role is to give associates a greater say
in decisions that impact them. The group acts as an information and
consultation conduit between the partnership and the associates. It is now in
its third year and continues to gain prominence. The London Festival, which ran
for the first time in February of this year, was designed to give everyone in the
London office a better understanding of what other departments do, and to
allow staff to get to know their colleagues better in different and more
informal surroundings. It was a major engagement programme which included
presentations from across the organisation on all different parts of the
business – legal teams and business support services and was designed to
convey the very latest developments in their areas. Over 1,000 people
attended Festival events each week. The Festival was staffed entirely using
internal resources and to a very small budget.
During the first year following implementation of their employee engagement
strategy, the firm’s profitability reached a new high and this year, despite
continuing global market volatility, their results are holding up extremely well.
Whilst of course difficult to quantify, Freshfields attribute these results, at least
in part, to the new skills, motivation and commitment they believe their
engagement strategy is developing.
28
Chapter 1: Employee engagement – what, why and how
Freshfields have had to be fleet of foot in responding to new lines of work and
partly as a result of this new versatility have been able to contain the impact
of the market volatility. In the view of Tim Jones, London Managing Partner, the
firm could not have responded as quickly to the change in market conditions
without the extra creativity and preparedness to innovate that has been
facilitated by their engagement programmes.
The challenges ahead
58 But dealing with the recession is only part of the story. Engaged organisations,
releasing the talents, creativity and innovation that resides in their workforce, will
be at the heart of the UK’s efforts to meet the new challenges from the emerging
economies. A 21st century developed economy like the UK increasingly relies on
skilled, motivated and productive employees in every sector to succeed, particularly
in the growth sectors of the economy: high end manufacturing, business services,
retail, the knowledge and cultural industries, and health and social care services.
Miles Templeman, Director General of the Institute of Directors told us, “Everyone
has access to the same information, so making the most of human capital is
fundamental. Think of it this way: if you are a manufacturer with the same production
line process as everyone else in the world, what can you do to gain a competitive
advantage? It starts with your people. They are what will give UK plc an edge over
competitors.”
59 At the same time, the evidence is that many people, particularly younger
employees, want more out of work than simply a wage packet at the end of the
week. As Matthew Taylor, the Chief Executive of the Royal Society of Arts reminded
us, many people are taking increasing personal responsibility for themselves and
others in their everyday lives, whether it be care for elderly relatives or healthy and
sustainable lifestyles for themselves; they will be less and less willing to abandon
that desire for self-determination when they enter work. “You have to negotiate
authority now, and achieve it through consent”, a point echoed by John Earls, from
the trade union UNITE.
60 Notwithstanding the effects of the current economic climate, nor will the greatly
increasing number of young graduates be likely to put up with working lives where
they are expected to hang their brains and individuality at the door, or buckle down
under a command and control management style. A less deferential population is
less and less willing to subsume their individuality in any area of their lives. They
want choice – and voice.
61 Admiral Sir Mark Stanhope, the Royal Navy’s Commander-in-Chief Fleet, put the
new reality well when he pointed out that even in the armed forces young men and
women putting their lives at risk will, at an appropriate moment, ask and expect to
29
Engaging for success: Enhancing performance through employee engagement
have answered the question: ‘why?’ And answering that question satisfactorily is the
precondition for them being willing to obey orders unquestioningly when they are
on the front line.
62 Professor John Purcell made a related point to us when he emphasised that the new
ways of working – team working, collaboration, joint problem solving – which
business and services increasingly demand, cannot thrive in an environment where
staff’s abilities are not valued or trusted, particularly since many of the new
approaches depend on discretionary effort willingly given. The 2004 WERS study
41
indicated that staff working in teams with greater autonomy were more satisfied
with the amount of influence they had over their jobs.
Engagement and the individual
63 Engagement is not just about macro-economics. There is a measurable and
significant win for the individual engaged employee. Studies in this field
demonstrate beyond doubt that individuals maximise their psychological well-being
when they are engaged in meaningful work that provides positive emotional
experiences. As our working lives extend with growing longevity, people will want
and demand a greater sense of well-being at work.
64 CMI reported a strong association between motivation and personal productivity
levels. More than two-thirds of those managers who reported that they were
motivated at work also claimed high productivity levels (defined as more than 90
per cent). Only 15 per cent who were motivated experienced low levels of
productivity (defined as less than 70 per cent).
65 Eighty-six per cent of engaged employees say they very often feel happy at work, as
against 11 per cent of the disengaged. Forty-five per cent of the engaged say they
get a great deal of their life happiness from work, against eight per cent of the
disengaged. (Gallup 2006)
66 Gallup also point to the negative effects of disengagement. Fifty-four per cent of
the actively disengaged say that work stress caused them to behave poorly with
friends or family members in the previous three months, against 17 per cent of the
engaged. More alarmingly, 54 per cent of the actively disengaged say their work
lives are having a negative effect on their physical health, versus 12 per cent of the
engaged.
42
67 This damaging effect of disengagement was a theme emphasised to us by Dame
Carol Black, the author of the influential review of the health of the working age
41
Ibid.
42
Crabtree S. (2005), ‘Engagement Keeps the Doctor Away’, Gallup Management Journal; and Gallup Study:
(2005); ‘Feeling Good Matters in the Workplace’, Gallup Management Journal,.
30
Chapter 1: Employee engagement – what, why and how
population, Working for a Healthier Tomorrow.
43
She emphasised to us the
importance of people’s experience of work on their health and the harm that can
result when relations between employees and line managers are poor. Dame Carol
told us, ‘If I could wave a magic wand, the one thing I would do is to improve the
relationship between line managers and employees […] health and well-being is not
just a medical issue. The nature and characteristics of the jobs that employees are
required to do in terms of satisfaction, reward and esteem and a degree of control in
the task, are vitally important to them. The line manager has a key role. Good line
management can promote better health and well-being and improved performance.”
The Government’s response to the review ‘Improving Health and Work: Changing
Lives’ also highlighted the importance of line managers in bringing about the better
experience of work and the workplace that people are right to seek.
68 Jonathan Austin of Best Companies told us that their research shows that engaged
organisations deliver something valuable for the employee. ’They get leaders who
listen to and inspire them, they get an organisation they feel proud to work for,
their managers are more likely to listen and care for them, they get more
opportunities for personal growth, the teams within these organisations support
each other, the “deal” the employee gets is perceived by them to be fairer, and they
get lower levels of stress related symptoms and a better work-life balance.’
Explaining the engagement deficit
69 If employee engagement can deliver so many benefits, what blocks the capture of
this private and public value? Chapters 3 and 4 look in more detail at the barriers to
engagement and at some of the positive enablers which can form part of a
successful strategy. But it is worth summarising some of the significant factors that
recur again and again in the research literature and in first hand experience.
70 Firstly, there are still too many chief executives and senior managers who are
unaware of employee engagement or are still to be convinced of its benefits. Some
are put off by evidence that the benefits of investing in engagement approaches
may take time to show through in performance. Others experience little external
incentive: data from America shows that the stock market does not fully value
intangibles such as employee engagement, even when they are made visible by a
publicly available employee survey, even though higher employee satisfaction is
associated with stronger company share price performance.
44
Accenture point out
that under half of chief financial officers appear to understand the return on their
investments in human capital.
45
And many people we spoke to pointed to the
43
Black, Carol (2008) Working for a Healthier Tomorrow: Review of the Health of Britain’s Working Age Population
and at:
http://www.workingforhealth.gov.uk/documents/working-for-a-healthier-tomorrow-tagged.pdf
(Accessed 1 July 2009)
44
Ednams A. (2008) ‘Does the Stock Market Fully Value Intangibles? Employee Satisfaction and Equity Prices’
45
Accenture (2008) ‘An Accenture point of view on employee engagement – what it is, why it matters, how you
can you change it’
31
Engaging for success: Enhancing performance through employee engagement
danger of engagement being written off as ‘soft and fluffy’ rather than as a bottom
line issue; others listed reasons which enabled leaders to avoid dealing with the
issue, particularly ‘it won’t work here’ and ‘I don’t have time’.
71 Secondly, even those who are interested often don’t know how to address the topic
or where to go to get practical advice and support. Evidence from a survey by the
Involvement and Participation Association (IPA) in 2007 found that while most
organisations were aware of the need for employee engagement, less than half
knew how to implement it. Getting started can be a challenge. The FSB suggested
to us that this is particularly the case for small businesses who are in addition
concerned about the possible cost.
72 Thirdly, there persists a managerial mindset that ‘demeans human beings as human
resources and human capital’ in the words of Henry Mintzberg, as opposed to
creative and productive human beings – as one of many factors of production
rather than as the wellspring of success. Behind this mindset lies a fear of losing
control of the reins. And as one chief executive asserted to us: “Balance sheets don’t
answer back. The risk of listening is that you may hear things you don’t want to hear.”
73 Poor leadership inexorably leads to poor management practice, where line managers
fail to engage their staff. Where there is no pressure for engagement, poor line
management can quickly douse enthusiasm. Poor management skills in dealing with
people lie behind many of the factors of disengagement. As more than one person
reminded us: people join organisations – but they leave managers. Mike Emmott of
the CIPD pointed to the “seriously defective default assumptions” which he believes
are still around, that managers get people to perform by telling them what to do
– the traditional command and control model of management – or that the only
thing that motivates people at work is pay.
74 Towers Perrin reported in 2007
46
that only 29 per cent of UK employees believed
their senior managers were sincerely interested in their well-being; only 31 per cent
thought their senior managers communicated openly and honestly; only three per
cent thought their managers treated them as key parts of the organisation and no
fewer than 60 per cent felt their senior managers treated them as just another
organisational asset to be managed. The 2008 NHS staff survey
47
revealed that only
51 per cent of staff felt they were involved or consulted on decisions that might
affect their work area, team or department; only 27 per cent thought senior
managers involved staff in important decisions.
75 In our view this joint and consequential failure of leadership and management is the
main cause of poor employee engagement.
46
Ibid.
47
Healthcare Commission (2008) Sixth Annual NHS Staff Survey.
32
Chapter 1: Employee engagement – what, why and how
The way ahead
76 There is no silver bullet that will deliver high levels of employee engagement
overnight and certainly there is no one size fits all solution. This report does not aim
to be a ‘how to’ guide, and we will not set out the twelve steps to engagement
enlightenment. Nevertheless, chapter 4 looks in some detail at the enablers
commonly agreed to lie behind successful engagement approaches. Among the
drivers are:
●● Leadership which ensures a strong, transparent and explicit organisational culture
which gives employees a line of sight between their job and the vision and aims
of the organisation.
●● Engaging managers who offer clarity, appreciation of employees’ effort and
contribution, who treat their people as individuals and who ensure that work is
organised efficiently and effectively so that employees feel they are valued, and
equipped and supported to do their job.
●● Employees feeling they are able to voice their ideas and be listened to, both
about how they do their job and in decision-making in their own department,
with joint sharing of problems and challenges and a commitment to arrive at
joint solutions.
●● A belief among employees that the organisation lives its values, and that espoused
behavioural norms are adhered to, resulting in trust and a sense of integrity.
77 We believe the early benefits of adopting a listening and engaging approach will
lead to some quick wins. Engagement does not necessarily involve outlay on
consultants or expensive surveys. However it will involve behavioural and cultural
change which takes time and effort.
78 In our view, the best way of increasing engagement levels in the UK is to ensure
more leaders understand the concept and what it can deliver, and that stakeholders
in the employment field are geared up to support its implementation.
79 That is why we are recommending to government that rather than set targets or
propose new regulations, it uses its unique power to convene a nationwide
discussion involving all stakeholders to ensure the widest possible understanding
of the case for engagement, and to encourage more organisations to adopt this
approach. At the same time, we want to see all the relevant organisations gear up
to meet the anticipated increased demand, and the government to ensure the
resources it expends that are relevant to engagement – both as a direct employer
and as an important source of support for business – reflect the importance of
engagement. We believe that by adopting these recommendations we will be in a
position to offer more practical support for organisations seeking to enhance levels
of employee engagement, by March 2010. The full recommendations are set out in
chapter 5.
33
Chapter 2
The Case for Employee Engagement
– The Evidence
1 We have spoken to many who believe the case for workplace engagement has been
so clearly made that the task in hand is to just ‘get on with it’. There are however,
others who are either less convinced or who are looking for arguments that will
persuade those leading their organisations that engagement is about driving up
performance, and therefore worth the investment in time and effort it will take.
This chapter is for them.
2 Critics of employee engagement have made the point to us that there are
organisations, which run on a command and control basis, on the surface
disregarding their staff, who are doing well. Organisations do of course exist where
the product or service is in such strong demand or is sufficiently differentiated, or
where the competition is weak, that commercial success follows. The challenge to
these organisations, however, is whether they could be doing even better if they
secured the added value which employee engagement brings. As Telefonica O2 put
it to us, an organisation that does not enlist its own staff to its ‘fan base’ is not
maximising its long-term value.
3 The growing currency of engagement has generated a large number of studies from
academics, consultancies, and organisations that look at the impact of high levels of
engagement on outcomes for the business or organisation. This research, together
with anecdotal evidence, exists across a wide range of industries and suggests there
is a strong story to be told about the link between employee engagement and
positive outcomes. In particular, there are a number of studies that demonstrate
that private sector organisations with higher levels of employee engagement have
better financial performance, and high levels of engagement are associated with
better outcomes in the public sector.
4 As discussed in chapter 1, there are studies across multiple organisations and
studies within a particular organisation. Both have contributed to the overall
understanding of the impact of employee engagement that underpins the
recommendations in this report. Original material for the case studies has been
supplied by the organisations themselves.
5 One of the first studies of what we now refer to as employee engagement linked
customer service to the profit chain, but also investigated what factors were likely
to bring about better customer service.
48
This study was based on 3 years of work by
48
Anthony J Rucci, Steven P Kirn, and Richard T Quinn (1998) ‘The Employee-Customer Profit Chain at Sears’,
Harvard Business Review Jan-Feb
34
Chapter 2: The Case for Employee Engagement – The Evidence
executives at Sears, Roebuck and Co., rebuilding the company around its customers.
The resulting service – profit chain model was based on then newly developed
measurement techniques and concluded that ‘there is a chain of cause and effect
running from employee behaviour to customer behaviour to profits.’ The Sears model
has been subsequently criticised; however, as one of the first serious attempts to
quantify and analyse the effects of employee engagement, it sparked much of the
subsequent debate.
6 As we set out in chapter 1, research into the extent to which reliable associations
can be found between levels of engagement and performance outcomes is
increasingly available.
7 However, it is important to bear in mind that this research covers a multitude of
sectors and follows different methodologies, so comparisons between studies
should be avoided unless care is taken to match the methodologies, particularly the
variables being measured. The studies vary in a number of ways. For example, there
are varying definitions of engagement; some focus on one element of engagement
(emotional, cognitive, behavioural); others focus on one or several but not all of the
drivers. Still other studies look at different performance outcomes (such as
retention, performance measures, profit, productivity, customer service); at the
contextual nature of engagement; and different levels, such as the group, or the
organisation.
8 Although the output from research houses and consultancies tends to be more
widely quoted, there is also an important series of studies by academics and
business schools looking at various aspects of engagement, in particular looking
inside what Professor John Purcell calls the ‘black box’, the impact of HR strategies
on performance.
49
9 We have not attempted to validate each and every study cited in this report .
Many can be challenged at some level. However, taken together, and supported by
the case studies of organisations who are using employee engagement to boost
performance, we suggest the overall picture becomes compelling.
10 As John Purcell told us. “Despite the difficulties and weaknesses it is hard to ignore
the volume of studies which show, to varying degrees, with varying sophistication,
a positive relationship between high performance/involvement work practices and
outcome measures.”
11 Some of these studies are outlined in chapter 1; for the sake of completeness we
include them here, in this more comprehensive list.
49
For example, Purcell, J., Kinnie, N., Hutchinson, S., Rayton, B and Swart, J. (2003) Understanding the People
and Performance Link: Unlocking the Black Box. London, CIPD or Kahn W A (1990) ‘Psychological conditions of
personal engagement and disengagement at work’, Academy of Management Journal; Macey W H, Schneider B
(2008) The meaning of employee engagement, Industrial and Organisational Psychology; Maslach C, Schaufeli
W B, Leiter M P (2001) ‘Job burnout’, Annual Review of Psychology; Saks A M (2006) ‘Antecedents and
consequences of employee engagement’, Journal of Managerial Psychology.
35
Engaging for success: Enhancing performance through employee engagement
Cross-Organisational Studies
12 A global study carried out by Towers Perrin-ISR
50
compared the financial
performance of organisations with a more engaged workforce to their peers with a
less engaged workforce over a period of 12 months. The data comprised of 664,000
employees from 50 companies, of all sizes, around the world, representing a range
of different industries. Engagement was measured alongside more traditional
business performance measures such as operating income, net income and earnings
per share. Towers Perrin-ISR’s findings included the following:
●● Those companies with a highly engaged workforce improved operating income
by 19.2 per cent over a period of 12 months, whilst those companies with low
engagement scores saw operating income decline by 32.7 per cent over the
same period.
●● Over a 12 month period, those companies with high engagement scores
demonstrated a 13.7 per cent improvement in net income growth whilst those
with low engagement saw net income growth decline by 3.8 per cent.
13 The 2006 Meta-Analysis by Gallup
51
looked at 23,910 business units and compared
units with engagement scores in the top quartile with those who had below average
engagement scores. Those business units in the top half of engagement scores had
27 per cent higher profitability than those in the bottom half. Gallup found that
engagement levels can be predictors of sickness absence, with more highly
engaged employees taking an average of 2.7 days per year, compared with
disengaged employees taking an average of 6.2 days per year.
14 A second Gallupstudy
52
of the same year on earnings per share in 89 organisations
found that growth rates of those units with engagement scores in the top quartile
were 2.6 times those of units with below average engagement scores. Those in the
top quartile averaged 12 per cent higher profitability.
50
Towers Perrin-ISR (2006) The ISR Employee Engagement Report.
51
Harter, JK et al (2006) Q12 Meta-analysis Gallup
52
Gallup Organisation (2006). ‘Engagement predicts earnings per share’.
36
Chapter 2: The Case for Employee Engagement – The Evidence
Employee engagement and links to performance –
other studies
●● The Corporate Leadership Council reported that engaged organisations
grew profits as much as three times faster than their competitors. They
report that highly engaged organisations have the potential to reduce staff
turnover by 87 per cent and improve performance by 20 per cent.
53
●● Shifting levels of employee engagement upwards also correlates with
improved performance. For example, Gallup research for a UK retailer with
174 stores in a study over two years concluded that stores that improved
engagement year on year grew their profits by 3.8 per cent. Stores that did
not improve their engagement saw their profits decrease by 2 per cent.
54
●● CLC’s 2004 Driving Performance and Retention through Employee
Engagement report, found that companies with above average employee
commitment were in 71 per cent of cases achieving above average company
performance for their sectors. Companies with below average employee
commitment found only 40 per cent of their organisations achieving above
average company performance.
55
●● The Institute of Work Psychology at Sheffield University in 2001
demonstrated that among manufacturing companies in their study, people
management practices were a better predictor of company performance
than strategy, technology, research and development.
●● Companies in the Best Companies to Work for in the period 2004 – 2008
increased their turn-over by 94 per cent and their profits by 315 per cent.
●● The Chartered Management Institute Quality of Working Life 2007 research
programme found a significant association and influence between employee
engagement and innovation.
56
53
Corporate Leadership Council /Corporate Executive Board (2008). ‘Improving Employee Performance in the
Economic Downturn’
54
Gallup (2008) UK retailer – 174 stores over two years
55
Corporate Leadership Council (2004) Driving Performance and Retention through Employee Engagement –
Executive Summary
56
Worrall, L. & Cooper, C. L. (2007). The Quality of Working Life: Managers’ health, motivation and productivity.
Chartered Management Institute.
37
Engaging for success: Enhancing performance through employee engagement
●● A Watson Wyatt study of 115 companies suggested that a company with
highly engaged employees achieves a financial performance four times
greater than companies with poor engagement. They also reported in
2008/9 that the highly engaged are more than twice as likely to be top
performers – almost 60 per cent of them exceed or far exceed expectations
for performance. Moreover the highly engaged missed 43 per cent fewer
days of work due to illness.
57
●● Gallup found that engagement levels can be predictors of sickness absence,
with more highly engaged employees taking an average of 2.7 days per year,
compared with disengaged employees taking an average of 6.2 days per
year.
58
●● Hewitt reported that companies with a greater than 10 per cent profit
growth had 39 per cent more engaged employees and 45 per cent fewer
disengaged employees than those with less than 10 per cent growth.
59
●● Development Dimension International (DDI) reported that in a Fortune
100 manufacturing company, turnover in low engagement teams averaged
14.5 per cent, compared with 4.8 per cent in high engagement teams.
Absenteeism in low engagement teams hovered around 8 per cent, but was
down to 4.1 per cent in high engagement teams. Quality errors were
significantly higher for poorly engaged teams.
60
●● Towers Perrin found that broadly three-quarters of the highly engaged
believe they can impact costs, quality and customer service; and only 25 per
cent of the disengaged believe they can.
●● PricewaterhouseCoopers, who use staff and customer engagement levels
as one of their four Key Performance Indicators (KPIs) have found a strong
correlation between highly engaged staff and client satisfaction.
57
Watson Wyatt, Continuous Engagement: The Key to Unlocking the Value of Your People During Tough Times,
Work Europe Survey – 2008-2009.
58
Harter, J. K., Schmidt, F. L., Kilham, E. A., Asplund, J. W. (2006) Q12 Meta-Analysis, The Gallup Organisation
59
Hewitt Associates (2004) Employee Engagement higher in double digit growth companies. Research Brief.
60
Wellins, R. S., Bernthal, P. and Phelps, M (2005). ‘Employee engagement: the key to realising competitive
advantage’, DDI and at: http://www.ddiworld.com/pdf/ddi_employeeengagement_mg.pdf
[accessed 1 July 2009]
38
Chapter 2: The Case for Employee Engagement – The Evidence
●● A paper by Harter et al in the Harvard Business Review found that customer
and employee engagement augment each other at the local level, creating
an opportunity for accelerated improvement and growth of overall financial
performance. Analysis of the performance of 1,979 business units in ten
companies revealed that those units that scored above the median on both
employee and customer engagement were on average 3.4 times more
effective financially (in terms of total sales and revenue performance to
target and year over year gain in sales and revenue) than units in the bottom
half of both measures.
61
●● IES in their 1999 study From People to Profits found a link between
employee satisfaction, customer satisfaction and increases in sales, based on
a study of 65,000 employees and 25,000 customers from 100 stores, over
two years. Employee commitment acted on sales through three routes:
directly on sales, mediated through customer satisfaction, and through
reduction in staff absence. They concluded a one per cent increase in
employee commitment (using a five point scale) can lead to a monthly
increase of nine per cent in sales.
62
●● Hay Group in their publication Engage Employees and Boost Performance
2001 conclude that engaged employees generate 43 per cent more revenue
than disengaged ones.
63
Individual Employers in the Private Sector
15 The Nationwide Building Society has invested considerable effort in measuring
levels of employee engagement across its branch network and comparing those
results against a number of performance metrics, which are also measurable by
retail area.
64
16 Since April 2008, the building society has produced an Area Directors measurement
pack that includes information on business performance (i.e. lending; general
insurance; protection and investments; banking; and savings), customer experience,
operational and regulatory risk, staff performance review results, voluntary
employee turnover and working time lost to employee absence. The retail areas are
then divided into three categories according to their staff engagement scores, which
enables the company to compare 41 areas, where the 14 areas with the highest
engagement levels are classed as ‘high engagement’, the next 14 as ‘medium
engagement’ and the bottom 13 as ‘low engagement’.
61
Fleming J, Coffman C, and Harter J (2005) ‘Manage Your Human Sigma’, Harvard Business Review
62
Barber, L., Hayday, S., & Bevan, S (1999) From People to Profits Institute for Employment Studies
63
Hay Group, ‘Engage Employees and Boost Performance’ (2001)
64
Information provided by Nationwide to the MacLeod Review
39
120
Sales of products
100
80
60
40
High Medium Low
28
26
24
Risk Scor
e
22
20
18
16
14
High Medium Low
Correlation = -0.60
Engaging for success: Enhancing performance through employee engagement
17 Table 1 below relates to sales data and plots the sales achieved against the relative
engagement scores of retail areas. It shows that those areas with high engagement
scored 14 percentage points higher on sales of banking products that those with
low engagement scores, and were 34 percentage points higher on sales of general
insurance.
Table 1: Nationwide – Employee Engagement and Sales
Lending GI P&I Banking Savings
18 Table 2 shows the results on risk. Here, low scores are positive and the finding was
that those areas with high engagement scored much better on risk than those areas
with low engagement.
Table 2: Nationwide – Employee Engagement and Risk
40
Chapter 2: The Case for Employee Engagement – The Evidence
●● In terms of customer service, Nationwide found significantly higher scores for
customer experience in areas of high engagement: there was a difference of eight
percentage points between ‘high’ and ‘low’.
●● Those retail areas within Nationwide’s branch network with areas of high
engagement had a voluntary employee turnover rate of just over ten per cent,
whilst in those with low engagement it was around 17 per cent.
●● Nationwide also found that retail areas that were in the top third of their relative
engagement index had lower absence levels. They calculate that if all retail
areas brought their engagement scores up to those in top third, and there was a
parallel improvement in the number of days lost, this could represent a financial
saving of £800,000 per annum.
19 A study by Standard Chartered
65
compared the results from 2002/3 and 2003/4
from the branches of two countries: Hong Kong and Ghana. Both quantitative and
qualitative data was obtained. The quantitative research was carried out in the
bank’s retail branches in Hong Kong between 2002 and 2004. Three sets of data
were examined: employee engagement (using the Gallup Q12 measurement tool),
workplace climate (13 questions) and business performance data, as indicated by
branch revenue, profit growth and employee turnover. The additional qualitative
data was obtained from focus groups with employees and one to one semi-
structured interviews with managers.
20 Standard Chartered found that branches where employee engagement was high
achieved 16 per cent higher profit margin growth than branches where employee
engagement was low and had 46 per cent lower voluntary turnover.
21 The study emphasises the importance of the engaged manager in inspiring and
engaging the workforce, in contrast to human resource management practices
alone. This research builds on previous findings in both academic and practitioner
literature and suggests a strong correlation between an engaged manager and
performance.
22 Not all organisations who believe in engagement carry out the very detailed
analysis that Nationwide and Standard Chartered do, but they also have convincing
stories to tell about the impact it has made on their performance and bottom line.
23 After receiving the third set of average annual engagement scores for its 1,200
staff working in one of their UK divisions, Accenture assigned a member of staff
to work on employee engagement full-time, bringing together all of their different
efforts towards people and building one robust programme. Six months later,
engagement scores had significantly improved, and their net revenue increased
by 21.6 per cent.
66
65
Provided by Standard Chartered to the MacLeod Review
66
Accenture, Presentation to MacLeod Review, December 2008
41
Engaging for success: Enhancing performance through employee engagement
24 In their evidence to our review, The Co-operative Group cited research from their
Talkback engagement and performance programme. The Group tracked levels of
engagement against store performance in its food retail estate in 2006 and 2007.
Although food retail stores are complex environments, and as many external factors
as internal can affect operational performance and success, the Group has evidence
of direct correlations between levels of employee engagement and store business
performance. An analysis of employee engagement in individual stores against key
business performance indicators, showed that where engagement improved by an
average of 5.24 points or more, the level of food wastage fell by £62.25 per period
per store, saving a total of £400,000 per annum. Where engagement scores rose by
between 0.6 points and 5.23 points, the level of wastage fell by £31.02 per period,
saving £200,000.
25 Results from Boots Great Place to Work Survey indicated that shops with the
highest engagement scores (72 per cent against 67 per cent) had lower absence
rates, lower turnover and a higher profit contribution (3 per cent higher than
targets).
67
Case Study
Freshfields Bruckhaus Deringer
Like many of its direct competitors, retention of talent was becoming a
significant issue for the business. Freshfields supports successful graduate
candidates for legal posts through one or two years of further training before
they join the organisation. During this period, the individuals generate no
income revenue, with the break-even point on Freshfields’ investment coming
at around two years after qualification. Freshfields were finding that despite
joining with high levels of commitment and energy, after around four years an
unacceptably high proportion of staff were choosing to leave.
From talking to staff, Freshfields realised that many felt that while they were
valued for their technical competence as lawyers they didn’t have as much
opportunity as they would have liked to get involved in the broader
development of the firm’s business. Freshfields addressed this by introducing a
number of measures, including creating the Associate Engagement Group
(AEG) which gives associate lawyers a greater say in decisions that impact
them. The group acts as an information and consultation conduit between the
partnership and the associates. It is now in its third year and continues to gain
prominence. Recent market conditions have obviously had an important
impact on staff retention, but Freshfields have seen improved metrics in
employee engagement since they introduced the AEG.
67
Health Work Wellbeing (2007). Organisational Case Studies – Boots [Online]. Available:
http://www.workingforhealth.gov.uk/Case-Studies/Organisations/Organisation-detail.aspx?CaseStudyID=44
[accessed 30 June 2009]
42
Chapter 2: The Case for Employee Engagement – The Evidence
Case Study
Ultra Electronics Holdings plc
Ultra Electronics Holdings plc is a FTSE250 defence and aerospace company
with 4,000 employees in 24 businesses based mainly in the UK, US, Canada
and UAE.
In 2000 Ultra initiated an internal employee survey process called YOURviews
which each business conducts about every 18 months. The survey gives
invaluable feedback on employee views and provides important input into the
improvement plans in each business. Since its introduction the survey has been
developed incrementally and is now also available for completion on-line. In
2005 an employee engagement score was included in the YOURviews report
for the first time. This was based on 12 existing questions and replaced a
number of other ratings.
Internal studies have shown a positive correlation between employee
engagement and business growth. This has provided a strong encouragement
to use the level of employee engagement as one of the key business
performance indicators. In addition, it was noted that, when two businesses
coincidentally experienced market-related downturns, the business that
recovered most quickly was the one with the higher engagement score.
Ultra has Information & Consultation groups at all its UK businesses and these
have been closely involved in many of the YOURviews surveys. The groups are
often able to access more information about specific questions as well as
recommending improvements to improve performance.
Since the YOURviews process started in 2000, Ultra’s sales have increased from
£227m to £515m in 2008. Operating profit rose from £30m to £77m over the
same period, a sustained annual growth rate of over 12 per cent. It is the view
of Ultra management that its excellent employees are central to the Group’s
success and that employee engagement is a very useful way of assessing the
level of enthusiasm and commitment.
43
Engaging for success: Enhancing performance through employee engagement
Case Study
Amey
Amey is a leading provider of services to both the public and private sector
working with clients from the aviation, central government, defence, education,
local government, rail and strategic highways markets. Eleven thousand people
work for Amey, and the organisation is clear that there is a compelling case for
improving employee engagement to achieve business objectives, recognising it
as an ongoing journey rather than a quick fix.
“Employee engagement is a critical issue for Amey if we are to continually
improve our service to the customer and ultimately the public. Line managers are
key in improving engagement, so supporting them to truly engage with their
teams is a priority for Amey,” says Chief Executive, Mel Ewell.
Amey’s annual survey results show that the most engaged teams correlate to
some of the best performing teams in terms of achieving business KPIs. Many
of Amey’s engagement initiatives, including the self-nomination talent process,
ensure the organisation helps its employees develop the capability required by
the business and in turn retains its people.
In 2006, Amey launched an engagement survey, tailored to the organisation’s
values. In its third year, the survey has an action planning process around it that
has taken root throughout the business.Amey also has a network of engagement
champions, armed with the tools to help drive engagement at a local level and
support line managers in improving their people management capability.
In addition, Amey’s recent Investor in People accreditation has given the
business a competitive edge in winning work and attracting new employees.
The organisation has also seen a significant decline in attrition rates over the
last twelve months, leading to a reduction in lost productivity hours and lower
recruitment and training costs.
Despite the improvements facilitated by positive employee engagement, Amey
recognises that there is still more to do. Key challenges include identifying the
scope of engagement, and engaging at an individual level in what is a complex
and diverse organisation, with a significant proportion of employees based
outside the traditional office environment. Amey is a member of the Kingston
Business School Engagement consortium, which is sponsored by the CIPD, with
the aim of developing greater insight into the drivers of employee engagement.
44
Chapter 2: The Case for Employee Engagement – The Evidence
Case Study
The Co-operative Group
In 2004 The Co-operative Group embarked upon a journey to reinvent itself
as a business relevant to 21st century customers and to turn around its gently
declining performance.
Introduced by Richard Bide, the then recently appointed Director of HR, the
purpose of the Group’s engagement strategy was to encourage employees to
support this transformation – both in their hearts and minds.
“The engagement strategy was a catalyst for re-building trust and confidence
between individuals, their line managers and the organisation. We asked people
how they felt about working here, why they felt that way and what should be
done to change things,” said Bide.
“At the same time though, and just as importantly, we knew that a real and
sustained improvement in levels of employee engagement and commitment
would flow through to the bottom line – and we’ve now proven that to be
the case.”
The findings of the first engagement survey made sobering reading for the
then executive team and a number of things happened quickly in response.
To focus minds, the Group Board included a measure of employee engagement
within the Group’s balanced scorecard. Senior manager incentives were also
re-designed to reward increases in engagement.
Practical actions were taken quickly across each of the family of businesses to
ensure that the basics were right. Some things were simple: the decision to
withdraw free tea and coffee for Food store teams, was reversed.
Survey insights flowed through to the Group’s newly emerging People strategy,
helping to shape (amongst others) diversity, pay and benefits and development
strategies, that were aligned to both long held Co-operative values and the
Group’s newly emerging brand values.
Bide explained: “How could we expect our people to be ambassadors for, say,
the ‘rewarding’ element of our brand and to encourage customers to become
members, if they themselves weren’t members, and didn’t feel that they were
rewarded competitively and fairly?”
The Group Communications function was re-defined, and using a deep
understanding of the drivers of engagement, began to create messages that
helped people re-appreciate what the Group was about and find the evidence
they needed to begin to feel more committed.
45
Engaging for success: Enhancing performance through employee engagement
One of the deepest insights that emerged was the role of the line manager in
enabling and building engagement. As a result, there has been a steady and
sustained commitment to improving the capabilities of all managers and to
educating them in their role as team leaders.
Richard Bide is not complacent though: “We are doing well, engagement levels
and profitability have improved very significantly and we have successfully
completed a huge business integration. We know we still have some way to go,
however our successful approach to sharing the responsibility for engagement
across our leadership, business operations, human resources, communications
and marketing teams, is something we are extremely proud of and we believe is
paying real dividends.”
46
Chapter 2: The Case for Employee Engagement – The Evidence
Case Study
KPMG
In 2003, the business climate was challenging for consultancy and large
accountancy firms such as KPMG.The workforce demographics were changing
and the attitude towards ‘careers for life’ was shifting. KPMG was experiencing
high turnover rates – approximately 50 per cent for newly qualified professionals
– and it was proving difficult to retain exceptional performers. Staff feedback
revealed that managers did not have the capability (skills, time, attitude) to fulfil
their role in developing their staff, contributing to high turnover. This forced
KPMG to become smarter about how it managed and engaged its people.
Rachel Campbell was appointed to the KPMG Board as Head of People. She spent
her first six months listening and talking to people managers and those they
managed, to get a real feel for the issues. From this, KPMG developed the ‘Managing
for Excellence’ (MfE) change management and engagement programme. MfE has
underpinned some significant changes to the way KPMG manages and in particular
has elevated the status and focus on effective people management.
A key innovation was in the development of the role of the People
Management Leaders (PML) which was introduced across all business areas.
Around 350 people, typically senior manager grade, were identified as great
people managers and given full accountability for people management
activities for a group of people in their department (between 20-100 people).
KPMG has developed a support structure behind the PML network, including
one-to-one coaching, annual conferences and development centres. Now, this
role has a high profile in the firm and is seen as career enhancing for many, and
is ensuring that all staff are managed effectively and fairly in a way which
brings out their best.
In the first five years following the introduction of the MfE programme KPMG
saw greater commercial success resulting in increased bottom line performance.
47
Engaging for success: Enhancing performance through employee engagement
Case Study
Google
Google has grown from an idea generated by two students at Stanford
University in 1998 to one of the world’s most well known and successful
companies. Liane Hornsey, Director of People Operations for Europe, the
Middle East and Africa says that the company “would not have been able to
innovate as quickly as it has, nor create the products it has in such a short space
of time without highly valuing employee engagement.”
As Google has grown rapidly over the last decade, one of its main challenges
has been to retain the ‘small-company feel’. In order to do this, Google firstly
takes recruiting very seriously. Well-being of employees is also high on the
agenda, and a large amount of money and effort is invested in social activities
intended to foster a sense of belonging, a team culture and a sense that there
is a psychological contract between employer and employee, not just a
transactional one. For example, in the London office, the canteen is free to
employees, and tables are designed so that people have to sit together and
communicate. Google believe that creating the right culture will mean that
employees get a buzz from working there, will want to help Google stay a
market leader, and will always strive to deliver for the company as well as they
possibly can.
Just as Google has focused on providing the best user experience possible
online, so it also puts its employees first when it comes to daily life. There is an
emphasis on team achievements and pride in individual accomplishments that
contribute to the company’s overall success. Ideas are traded, tested and put
into practice with an enthusiasm that can make you dizzy. Meetings that
would take hours elsewhere are frequently little more than a conversation in
the lunch queue and not many walls separate those who write the code from
those who write the cheques. This highly communicative environment fosters
productivity and camaraderie fuelled by the realisation that millions of people
rely on Google results. The ethos at Google is, give the proper tools to a group
of people who like to make a difference, and they will.
48
Chapter 2: The Case for Employee Engagement – The Evidence
Case Study
Malmaison
MWB, the owner of Malmaison, acquired Hotel du Vin in 2004, bringing
together the two hotel chains under the same ownership. Although the brands
remain separate, the company was keen to initiate greater integration of the
workforce and support services. The two hotel chains had very different
cultures which had to be brought together, while maintaining the engagement
of staff during a period of expansion. Good people management and practices
were seen as key to maintaining good service standards.
The hospitality sector has traditionally suffered from a long hours culture and a
high turnover of staff, which can be barriers to engagement. As part of the
acquisition and expansion plans, the company put in place new performance
management systems, greater learning and development opportunities, new
management development programmes, employee recognition schemes, and
new rotas and flexible working practices.
The result has been increased retention and more senior positions being filled
from within, which has also reduced costs for recruitment; 70 per cent of
general managers have made their way through the company’s ranks, as have
90 per cent of head chefs and deputies. The average working week has been
reduced and staff turnover has reduced significantly. These changes have led to
steadily improving scores in the employee survey, and sales and profit targets
at each chain have been achieved for the last two years.
49
Engaging for success: Enhancing performance through employee engagement
Case Study
Metro
Yorkshire based public transport provider, Metro has seen the difference that
employee engagement can make. It has transformed itself from a traditional
bureaucratic rigid culture to a ‘can do’ culture, where innovation and energy are
embraced resulting in improved performance and a number of business
accolades including recognition as one of Britain’s Top Employers (The Guardian
2007 and 2008).
Metro has introduced a range of activities including improved communication
on organisational objectives, an extensive management development
programme and 2-way communication throughout the organisation, aimed at
increasing employee engagement. The results speak for themselves – increased
productivity, and staff and customer satisfaction scores. Since 2004/05, when
Metro introduced its engagement programme, it has improved its engagement
score from 3.73 to 3.98 (out of 5) and has seen sick days per employee fall
consistently from 8.9 to 7.65, and retention rates increase from 82 per cent to
almost 93 per cent.
Small and Medium-sized Businesses
26 There is, not surprisingly, less evidence on the correlation between engagement and
performance in SMEs (Small and Medium-sized Enterprises). There is a tendency to
assume that those working in smaller organisations are automatically more
engaged. Our discussions with both employers and employees from SMEs suggest,
however, that is not always the case. On the one hand ACCOR
68
found that almost
half (45 per cent) of respondents working for organisations with fewer than 100
employees say they feel involved in the organisation compared to fewer than one in
four (24 per cent) of UK employees overall. Although this figure is higher for smaller
organisations, it is still less than half; there has also been a large drop in the number
of employees in small businesses willing to recommend their firms as a place to
work: down from 74 per cent in 2005 to 52 per cent in 2009.
68
Accor: Reward to Engage: Rewards, Benefits and Employee Engagement in Today’s Organisations and at
http://engagement.accorservices.co.uk/website/employee-engagement-whitepaper-form.html.
Accessed 1 July 2009
50
Chapter 2: The Case for Employee Engagement – The Evidence
Case Study
HansenGlass
When HansenGroup acquired HansenGlass, it was a small classic brownfield
company with under 90 employees, under intense competitive pressure with
many negative attributes: a long, troubled history; traditional, hardened
attitudes; ‘us and them’ practices; and a strong unionised environment with a
high reliance on overtime. Each machine centre operated separately producing
as much as it could oblivious to adjacent centres. Product damage was high.
The new directors had heard of world class manufacturing but knew they did
not have the knowledge or experience of introducing and establishing lean
enterprise. After attending the ‘Chief Executive Course’ at Leyland Trucks the
directors were clear on what to do and how to do it.
HansenGlass have now embraced employee engagement as a way of working
in a much healthier and democratically accountable environment. By engaging
their staff through a series of techniques and processes they have changed the
emphasis from direct supervision of employees to self-managing teams.
‘Change Initiation’, training on leadership, communication, recognition, team
working and continuous improvement led to teams setting their own goals.
The results have transformed the business: on-time delivery improved to 98
per cent meeting the world-class benchmark; productivity increased by 250
per cent with 67 per cent less wastage and a 73 per cent reduction in
customer complaints; stock was reduced by 50 per cent. Profitability was three
times the industry average which led to a £4m investment in new equipment
including £600,000 of Regional Selective Assistance. The company won
‘Business Excellence North of England SME’ award in 2007. HansenGlass has
just received reaccreditation to Investors in Excellence for a second time
making it one of the first companies in the country to receive such a
distinction. The principles learned have been embodied in the South West
Regional Development Agency’s Survival Guide and Strategic Development
Programme run by Northern Arc Business Link.
27 Small changes in an organisation can have big results as Chess plc, a Cheshire based
SME found out. Chess introduced a range of health and well-being initiatives
including encouraging healthy eating, free flu jabs, introducing the Government bike
scheme and active management of sickness absence: the average number of sick
days per person is now 1.73 a year, well below the national average.
69
69
Health Work Wellbeing (2007). Organisational Case Studies – Chess plc [Online]. Available:
http://www.workingforhealth.gov.uk/Case-Studies/Organisations/Organisation-detail.aspx?CaseStudyID=11
[accessed 30 June 2009]
51
Engaging for success: Enhancing performance through employee engagement
The Public Sector
28 Seventy-eight per cent of highly engaged employees in the UK public sector say
they can make an impact on public services delivery or customer service, as against
just 29 per cent of the disengaged, according to a 2007 Towers Perrin report.
70
29 Two recent studies in the public sector found that one key characteristic of
employee engagement – staff advocacy – was strongly associated with better
organisational performance as measured by external regulators. A survey carried out
by Ipsos Mori of staff in local councils
71
found that councils rated ‘excellent’ by the
Audit Commission were more likely to have higher levels of staff advocacy (i.e. staff
who would speak highly about the authority to others outside the organisation)
than those rated as ‘weak’. These results are illustrated in Table 3 below:
Table 3: Best councils are most likely to tell people outside they are
great
% Strongly agree that they would speak highly of the authority to others outside the organisation
51%
38%
33%
25% 25%
20%
Overall Excellent Good Fair Weak Poor
Ipsos MORI
Base: All respondents (500). Fieldwork 12-27 May 2005
30 A similar finding emerged when the rating of Hospital Trusts by the Healthcare
Commission were compared to their staff survey results.
72
Those Trusts rated
‘excellent’ were twice as likely to include strong advocates of their organisation
than those rated as ‘weak’ (64 per cent as opposed to 31 per cent).
31 Both these studies found that certain aspects of engagement seemed to explain
more of the difference between the best and worst organisations than others. In
particular, differentiating elements appear to be: communication (especially senior
management having a clear vision of the organisation and this being expressed to
staff, enabling them to understand how their role fitted in to the bigger picture);
70
Towers Perrin – Executive Briefing: Engagement in the Public Sector, 2007
71
Ipsos MORI/Improvement and Development Agency (2006). “Lessons in Leadership”
72
Healthcare Commission (2008) Sixth Annual National NHS staff survey
52
Chapter 2: The Case for Employee Engagement – The Evidence
providing staff with feedback on their performance and listening to their concerns;
giving staff autonomy and control, by allowing them the opportunity to show
initiative and input into their own job-plans; and having confidence in the senior
management team and in their concern for the employee.
32 A study by ORC in local authorities cited six significant associations between overall
resident satisfaction and positive employee attitudes, including pride in working for
the council and being treated with fairness and respect, clarity of expectations in
the job, and awareness of the council’s long term goals. The results of a schools
survey by West Berkshire Council found significant correlations between staff
attitudes and pupil attainment.
73
33 This emphasis on good leadership and management as a crucial enabler of
employee engagement recurs in the work of Beverly Alimo-Metcalfe, Professor of
Leadership at Bradford University. Metcalfe has carried out a three year longitudinal
study of 46 mental health teams working in the NHS. Her study indicated that a
culture of engagement predicted performance, and was more important than other
variables including competence: “We were able to provide evidence that engaging
leadership does, in fact, predict productivity. We also found that this style of
leadership increases employees’ motivation, job satisfaction and commitment, while
reducing job-related stress. Leadership skills alone do not have such a
transformational effect.”
74
34 The study identified three dimensions of leadership culture: engaging with others,
visionary leadership and leadership capabilities. “We found that all three dimensions
positively and significantly affected several aspects of staff ’s attitudes to work and
their well-being at work. […] However, only ‘engaging with others’ significantly
affects all aspects of positive attitudes to work, and all aspects of well-being,
including a strong sense of team spirit, which neither of the other two leadership
dimensions predicts” [our emphasis].
75
35 Metcalfe’s study went on to examine whether any of these three dimensions assessed
in 2005 significantly predicted the productivity of the teams 12 months later: “Again
we found that, of the three, only ‘engaging with others’ was a significant predictor
of performance [our emphasis], defined in terms of meeting the government target
of reducing in-patient bed occupancy by treating patients in their own homes. This
was the case even when we allowed for contextual factors.”
76
36 Based on work in a wide range of private and public sector organisations Metcalfe
argues that the validity of these findings is not limited to the health and social care
arena and that the key is buy-in to engaging leadership from the top: “Our experience
of working with organisations in which the CEO and the top team accept that creating
73
ORC presentation to MacLeod Review, February 2009
74
Beverly Alimo-Metcalfe & Margaret Bradley (2008) ‘Cast in a New Light’, People Management, 24 January 2008
75
Ibid
76
Ibid
53
Engaging for success: Enhancing performance through employee engagement
an engaging culture must start with them is that the effects can be extraordinary, and
do not require substantial intervention; in fact, that would defeat the purpose.”
77
37 There are many other public sector examples where employee engagement has
improved performance.
Case Study
Wychavon District Council
Wychavon District Council in Worcestershire serves 117,000 people in
Worcestershire and has seen performance and engagement levels rocket from
a mediocre position several years ago where departmentalism was rife,
customer service patchy and inspection meant unwelcome interference.
Running now what is described by the Leader as an “entrepreneurial, not
municipal style of business” the Council was voted by staff as The Times Best
Council to Work For in 2008, was Council of the Year in 2007 and is the only
district council to score top marks in use of resources and value for money
audit assessments for 4 years running. As Jack Hegarty, MD, explains “our
strong performance is all down to the engagement of our people; we simply
couldn’t deliver the great deal residents expect from us without the motivated
team we now have.”
Case Study
Runshaw College
Until Runshaw College carried out an employee survey in 1993 it did not
really know how its staff felt or how to harness all of their expertise and
energy. In light of the results, Runshaw developed and agreed a common
mission and values and allowed managers more autonomy and the
responsibility to nurture leadership capacity in others.
Each year Runshaw’s commitment to desired leadership behaviours and
management strategies is tested through a management style survey. Values
and strategies are communicated through a weekly student and staff
newsletter, monthly management meetings, termly briefings, and a college
commitment to fundraising at home and overseas. There is also a strong focus
on volunteering and citizenship and holistic development.
77
Ibid
54
Chapter 2: The Case for Employee Engagement – The Evidence
Thanks to this focus on communication and development, staff at Runshaw are
now much more committed to a common set of values. The College agrees an
annual theme to reinforce the message of supportive zero tolerance and a
focus on higher and higher standards which permeates the organisation. There
is considerable emphasis on a teaching and learning academy which supports
all staff to uphold the college ethos. The organisational values are discussed by
the Principal with all new staff and everyone belongs to an improvement team
which meets regularly to ensure that there is a clear focus on the college
mission, and that this is being achieved on a day-to-day basis.
Ofsted recently recognised the success of the values-based approach in their
report which stated: “The culture of respect that now permeates the college is
backed by rigorous systems to ensure all students reach their full potential”.
Case Study
South Tyneside Council
In South Tyneside Council, a ‘hard nosed, warm hearted approach’ empowers
employees to deliver innovative solutions and better services.
South Tyneside Council has developed a one team approach, working with
partners who share a determination to deliver a better future and the best
possible services for the people of South Tyneside.
Innovation is key with a recognition that creative solutions come from
everyone – the people on the ground and partners, as well as experts. To
deliver innovative solutions, everyone, including employees, needs support to
be the best they can possibly be.
South Tyneside’s Blitz-it and graffiti team leaders all have Blackberries so the
customer contact centre can send through immediate reports of littering or
graffiti. Customers are often surprised to see such a quick response from the
teams out in the community, who are empowered through instant information
and technology to respond so quickly – an innovative solution that saves time
and money, and gives greater satisfaction for the community and employees.
Individuals and team achievements are recognised in the annual ‘Big Thank You
awards’ with a golden sock award for employees who knock the customer’s
socks off by their excellent customer service. Caring colleagues are also
recognised, supporting the well-being of employees and the wider community.
55
Engaging for success: Enhancing performance through employee engagement
The council’s ‘hard nosed, warm hearted’ approach was developed to ensure
that employees knew what was expected of them and that the council was
business-like, and highly efficient, with clear objectives and priorities.
The approach is also about celebrating diversity, placing compassion and
flexibility at the heart of everything the council does, accepting risk and
listening and trusting people to try new and innovative ways of working.
Employees who have an emergency, whether it is a washing machine breaking
down or an immediate caring issue, know that they can phone in ‘stuck not
sick’ with flexible managers who will allow them time off to deal with their
emergency, and they will be trusted to make up the time later.
The South Tyneside approach has led to:
●● an excellent rating by the Audit Commission in Comprehensive Performance
Assessment.
●● positive results including growing satisfaction by residents with South
Tyneside as a place to live, up four per cent between 2006 and 2008 to 77
per cent. A total of 77 per cent of residents in the Place Survey felt that the
council was working to make the area safer, up 12 per cent since 2006.
●● Within the council, sickness absence dropping from an average per employee
of 14 days in 2001 to 9 days in 2008.
56
Chapter 2: The Case for Employee Engagement – The Evidence
Case Study
Birmingham City Council
Birmingham City Council is the largest local authority in Europe with a
workforce of 55,000 serving one million residents, yet in 2006 the council was
facing some serious challenges. It had been struggling to improve its two-star
performance rating. Staff did not feel engaged with the organisation and
surveys showed that only around half of staff felt motivated, while confidence
in management was even lower.
The council put in place a £450 million transformation plan with the aim of
reforming its back office activities, including IT, finance and procurement.At the
same time as this project was tackling the big things, Birmingham designed a
workshop programme around four values; Belief, Excellence, Success, Trust (BEST)
to empower the workforce and tackle the thousands of little things which would
collectively make a substantial difference to the service the council provided.
The council set up a network of 1,800 BEST leaders, selected from each council
team who were trained to run group workshops to come up with three or four
actions for improvements around customer service, partnerships or team
working. In the first year alone, more than 6,000 service improvement actions
were suggested. These included everything from ensuring people say “good
morning” to re-working the way services are delivered.
More than 25,000 staff have been involved in the BEST workshops so far and
feedback suggests they are having a major impact. Scores from surveys
undertaken in 2006 and 2008 show the positive progress. Staff motivation has
increased from 56 to 86 per cent, confidence in management has gone up from
29 to 68 per cent and the percentage agreeing that they feel proud to work for
Birmingham City Council has increased from 50 to 84 per cent within two years.
Chief Executive Stephen Hughes is delighted with the results: “So often change
causes anxiety and resistance because staff aren’t part of the process and feel
powerless. We wanted them to feel this was their change and be able to
personally commit to plans which they had decided upon together. I am
immensely proud of the BEST programme and specifically the passion, energy
and commitment that our staff have shown to making it a success. We should not
underestimate the power of us all working together as one organisation.”
Birmingham City Council’s success has been reinforced through the awards it
has won in light of its BEST programme, including the Public Sector People
Managers’ Association HR Innovation of the Year Award 2009 and Employee
Engagement Strategy of the Year and overall Gold award for HR Excellence at
the HR Excellence awards 2009.
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Engaging for success: Enhancing performance through employee engagement
Case Study
Department for Work and Pension
The Engagement results from the Department for Work and Pension’s 2008
survey highlighted that 18 per cent of staff were ‘disengaged’.As a large
Department, this meant nearly 20,000 people; most were in frontline delivery
roles in Jobcentre Plus offices or contact centres, and most were in junior grades.
The organisational context at that time included implementing an efficiency
challenge involving a 30 per cent reduction in staff over three years whilst
streamlining and modernising services to customers. In response DWP outlined a
series of Engagement Priorities which looked at increasing the capability, motivation
and accountability of first line and middle managers , increasing the visibility and
impact of all senior managers and putting tools in place to involve employees in
discussing the vision for DWP and how it could deliver an excellent customer service.
To realise these priorities, DWP has introduced a number of engagement
initiatives including the Making a Difference Programme for first level leaders
and the Back to the Floor Programme for senior leaders.
The Making a Difference Programme is designed as the catalyst to enable
participants to better engage with, lead and deliver business direction. It emphasises
leadership is not just about senior managers and that it is the participants who have
the greatest influence on people and who are seen as the DWP leaders people look
to. Full implementation began in February 2009 and up to 10,000 people are
expected to take part. Stephen Hanshaw (Jobcentre Plus) believes his Making a
Difference journey has better equipped him in engaging people in change. “We had
lots of opportunities to discuss the barriers which can affect our ability to lead our
team through change, and share ideas for overcoming these.”
‘Back to the Floor’ gives senior leaders the opportunity to experience a
customer-facing role for up to a week, working with staff and discovering at first
hand the issues they face in delivering to the Department’s customers. Katherine
Courtney (Director of DWP Customer Insight) believes the insights she gained
from her Back to the Floor experience have enabled her to influence change for
the better. “In my role it is important for me to see things from the customer’s
perspective. I try to ‘walk in the customer’s shoes’ as often as I can. Back to the
Floor was a great opportunity to spend time ‘walking in the staff ’s shoes’. Seeing
the real help we provide customers when they need it most reminded me why I
joined DWP in the first place. I was able to influence issues arising from lone parent
customers transitioning from Income Support to Job Seekers Allowance.”
The Department’s recent survey results show some positive movement in their
engagement scores.
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Chapter 2: The Case for Employee Engagement – The Evidence
Case Study
Westminster City Council
In 2002, Westminster City Council realised that it needed a change
programme to keep pace with the changing nature of local government. The
council has achieved success on many fronts including scoring top marks from
the Audit Commission for use of resources assessments and a record 85 per
cent satisfaction rate from the public. Much of the success is due to the
Worksmart programme which engages the 2,800 employees in the council’s
drive to find innovative solutions to new challenges.
WorkSmart was launched in 2006 with an Ideas Day, when hundreds of staff
gathered at a one-day conference to re-think the way the council approached
services. In total, 20 of the 50-plus projects came from that original event.
They included the now famous cashless parking system, which has replaced
the iconic parking meter with mobile phones and credit card technology. As
well as improving the customer experience, the WorkSmart programme has
delivered significant cash savings using a simple maxim – if the customer
experience is right then costs will reduce. One of the most successful projects
has been ‘flexible local working’ (FLoW). The key objective of the project was to
free up space in the 18-storey city hall offices to let out. Each floor of the
building is nearly 10,000ft sq and worth about £500,000 a year in rent. So far
eight floors have been vacated by more staff working from home or hot
desking, and through the use of flexible computing.
Vic Baylis, Westminster’s Director of Customer Services, says: “The secret of the
success has been that we have had very visible leadership from both the Chief
Executive and leader. And, importantly, staff have seen it as a programme which
is being done with them rather than to them. We are now at a stage where
thinking about and re-designing services from the customer point of view is in our
DNA.” Through Worksmart and other projects the council aims to have saved
£150 million by 2012.
Benefits for the Individual
38 Engagement also brings a clear win for the individual employee. Because it is
achieved by making changes that positively impact on how employees think and
feel about what they experience at work, it is likely to impact positively on their
well-being too. As mentioned in chapter one, Jonathan Austin of Best Companies
told us: “Employees who work for engaging organisation get an organisation they feel
proud to work for, managers who are more likely to listen and care for them, leaders
who listen to and inspire them, more opportunities for personal growth, teams that
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Engaging for success: Enhancing performance through employee engagement
support each other. They are likely to perceive the deal they get from their employer
as positive, and they get lower levels of stress and a better work life balance.”
78
39 CIPD found that those who were absorbed in their work (cognitively engaged) were
almost three times as likely to have six key positive emotions at work (enthusiasm,
cheerfulness, optimism, contentment, to feel calm and relaxed) as negative ones
(feeling miserable, worried, depressed, gloomy, tense or uneasy). And those who
were physically engaged (committed to completing work tasks) were more than
ten times likelier to feel those positive emotions than the negative ones.
79
40 As CIPD also say in their HR Directors’ Guide to Employee Engagement, “engaged
employees will have a greater sense of well-being than those who are less engaged.
They are more likely to be satisfied with their work, less likely to be sick and less likely
to leave the organisation.”
41 Towers Perrin in their 2008 Global Workforce Study of employee views
80
found that
the top driver of engagement was senior management demonstrating a sincere
interest in employee well-being.
42 Angela Bedford of Standard Life was just one HR professional to point out to us the
empowering effect on the individual employee of feeling “they are doing what they
do best at work.”
81
43 David Coats of the Work Foundation emphasised to us that “work is good for you –
but good work is even better. Employers underestimate at their peril the impact on
productivity and performance of stress and physical problems such as muscular-
skeletal damage, which are directly attributable to the experience of the individual
employee in the workplace.” Conversely, taking employees’ well-being seriously will
have benefits for both the organisation and employees. British Gas achieved a 12
per cent reduction in staff absence and a 25 per cent reduction in staff turnover,
and increased its employee engagement and commitment scores after
implementing a wide range of activities aimed at addressing general well-being at
work. These included involving family members in fun activities around the
workplace such as Christmas parties and summer barbeques, supporting employees
to undertake voluntary work for charities, and twice-yearly health events for all
staff.
82
44 The Sainsbury Centre for Mental Health point to the loss of productivity for those
who are ill but still in work; they estimate the cost due to mental ill-health alone is
£15 billion a year. A study by Soane (2008) found that emotional engagement was
78
Provided to the MacLeod Review by Jonathan Austin
79
CIPD Reflections on Employee Engagement – White Paper (2006)
80
Towers Perrin Global Workforce Study (2007-2008)
81
Response to MacLeod Review call for evidence, via email
82
Health Work Wellbeing (2007). Organisational Case Studies – British Gas Business [Online]. Available:
http://www.workingforhealth.gov.uk/Case-Studies/Organisations/Organisation-detail.aspx?CaseStudyID=33
[accessed 30 June 2009]
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Chapter 2: The Case for Employee Engagement – The Evidence
associated particularly strongly with perceived meaningfulness at work as well as
with low levels of anxiety and depression.
45 The Health and Safety Executive estimates the total cost to society of work related
sickness ranges between £20 – 32 billion.
83
46 As Dame Carol Black emphasised in her 2008 report
84
, “for most people, their work
is a key determinant of self-worth, family esteem, identify and standing within the
community, besides of course material progress and a means of social participation
and fulfilment.” Her report went on to say that: “A focus on their [employees]
well-being can also add value to organisations by promoting better health and
increasing motivation and engagement of employees, in turn helping to drive
increases in productivity and profitability. In other words the benefits of health and
well-being extend far beyond avoiding or reducing the costs of absence or poor
performance.”
47 Professor Cary Cooper, Professor of Organisational Psychology and Health at the
University of Lancaster and an adviser to the government’s Foresight mental capital
and well-being project, explains the theoretical background thus: “Of course there is
a side of well-being that is just about doing things that make us feel good. However
there is another side which is about feeling good about ourselves when we achieve
difficult but meaningful goals or objectives.” Researchers Boniwell and Henry (2007)
identify two broad approaches to the measurement of psychological well-being: the
‘hedonic’ associates well-being with the experience of positive feelings (moods and
emotions) and factors such as overall life satisfaction; the ‘eudaimonic’ takes
account of the importance of having a purpose. Aristotle – the originator of the
term eudaimonic -proposed that true happiness is found by ‘doing what is worth
doing.’ Work in the area of positive psychology also supports the idea of purpose
and positive emotion as the key ingredients of psychological well-being.
85
Individuals will maximise their psychological well-being when they are engaged in
meaningful work that provides positive emotional experiences. An important study
by Waddell and Burton
86
also identified that work is generally good for physical and
mental health and well-being.
83
Health & Safety Executive: http://www.hse.gov.uk/stress/standards/readmore1.htm. Last accessed 1 July 2009
84
Black, Carol (2008) Working for a Healthier Tomorrow: Review of the Health of Britain’s Working Age Population
and at:
http://www.workingforhealth.gov.uk/documents/working-for-a-healthier-tomorrow-tagged.pdf
85
For example, Fredrickson B.L (1998) ‘What good are positive emotions?’, Review of General Psychology, Vol 2
pp 300-319; Fredrickson B.L. and Joiner T, (2002) ‘Positive Emotions trigger upward spiral toward emotional
well-being’ Psychological Science, Vol. 13 pp 172-175;
86
Waddell G, Burton AK. Is work good for your health and well being? London, The Stationery Office, 2006
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Engaging for success: Enhancing performance through employee engagement
Case Study
Telefónica O2 UK
The seven point People Promise outlines O2’s commitment to creating the
best possible employee experience.
It promises its people a warm welcome, providing a full induction programme
and welcome day for all new starters.
People are given the opportunity to get on. Everyone forms a personal
development plan with their manager and talks through their career goals at
least twice a year. People can learn new skills by applying for a matched
contribution Learning Scheme or by using the online academies which offer
training on a broad range of subjects.
O2 wants to create a workplace where people trust their senior managers and
their line manager. It invests heavily in the leadership skills of its managers,
affirming your manager will be there for you.
O2 people are trusted to do a great job. They’re encouraged to suggest new
ways of doing things in advisor forums, manager forums, skip level meetings
and Ignite, an online system enabling advisors to capture customer insights
and share their own.
O2 wants to be a great place to work. In the current economic climate, it is
focusing even harder on looking after its people, improving its total reward
offering by introducing new flexible benefits and a broad range of discounts
with high street retailers. Vielife, an online health and well-being programme,
helps people manage their sleep, nutrition, stress and physical activity. And O2
Confidential offers free 24hr advice on issues including benefits, debt, housing,
and other financial matters.
O2 people should feel part of something special. For example people are
encouraged to volunteer for charities and may be afforded time out for their
chosen projects. And they can apply for awards or refer friends and family
under the It’s Your Community programme, which gives grants of up to £1,000
to community projects all over the UK.
O2 says thanks for a job well done, praising its people and giving them
recognition for their work. A new scheme launching this year will highlight
outstanding individual and team contributions to strategic goals, offering
people high street vouchers and the chance to attend a glittering annual
ceremony.
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Chapter 2: The Case for Employee Engagement – The Evidence
Head of Employee Involvement and Experience, Kay Winsper, says: “We want to
create an employee experience that appeals to people’s emotional and rational
commitment. So not only will our people feel proud to work at O2 – and part of
something really special – they’ll know it makes financial and professional sense
to stay here.”
“Working at O2 has many advantages,” says Account Manager, Nico
Versluys. “One thing that really stands out at the moment is the help and
support we get from the management team. They’re really listening to their
people. They want to know how they can make our working lives better so we in
turn can deliver a better service for our customers. I feel we can all have a say in
the future of O2. That’s something I’ve never experienced before and certainly
never expected to feel in such a large company.”
Case Study
Red Gate Software
Red Gate Software is a small Cambridge-based software company which
produces ‘ingeniously simple’ software tools for database professionals. They
have a low staff turnover rate which they believe is due to the fact that they
base their relationships with their staff on communication and trust. They are a
rapidly growing company, which has nearly doubled in size over the last two
years. In order to maintain high levels of engagement and communication,
they have recently taken the relatively simple step of installing a new staff
restaurant so that their expanding numbers of staff have a place to relax and
interact with new people, breaking down barriers and facilitating effective
teamworking.
Red Gate believe strongly that the key to successful engagement is through
creating a great culture for people to work in that brings out the best of their
creativity and potential.
For Red Gate, engagement is an ongoing, ceaseless, challenge for everyone in
the organisation, helping people get the best out of themselves, making them
grow, and creating a working environment which is flexible and encourages
great work. As one Red Gate employee states: “I’ve seen more than one person
join the company with a fairly low-key, even slightly cynical outlook, only to
become one of the company’s greatest champions and cheerleaders. That is a
real achievement and shows that there’s something real going on beneath the
‘we invest in people’ mantra.”
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Engaging for success: Enhancing performance through employee engagement
Case Study
West Bromwich Tool and Engineering
One of the workplaces we visited, West Bromwich Tool and Engineering, is a
traditional metal-working small company where much of the work is perforce
repetitive and not particularly stimulating. Owner Stuart Fell nevertheless
believes – and acts on his belief – that his largely unqualified workforce,
numbering under 100, are his greatest asset, and that the way his company
succeeds is by creating the circumstances where his employees can – and want
to – give of their best. Even in the current tough climate, with staff having to
be laid off, the care and consideration with which the workforce are treated
means they are willing to go the extra mile when circumstances demand,
including hiring vans for a late production run across the country to ensure a
delivery deadline was not missed. “It’s about fairness, treating people as
individuals, about giving individual operators the right to work out for themselves
the way they produce the required number of parts per hour. The most stressful
thing in life is having no control. We have continuous improvement because the
staff here have ownership of the process. We’re not an organisation; we’re a
community. And we all have the pride of knowing that we’ve contributed a small
but essential component to every BMW mini on the road today.”
Case Study
Fujitsu Group
The European IT services arm of the Fujitsu Group runs an employee survey
every 18 months in order to understand the engagement levels and issues of
its workforce.
A few years ago, survey results revealed that career development was one of
their UK employees’ major concerns. After analysing the results more closely
with the help of employee focus groups, it became clear that the company did
in fact have many tools available to help with career development, but they
were not well publicised. Employees had assumed that, having received little
communication on their development, the company was unable to support
them in this respect.
In response to this feedback, Fujitsu published a detailed 20-page brochure for
its 12,000 UK-based employees, summarising its career development principles
and practices. This covered a multitude of learning related topics ranging from
professional communities and learning academies, to career mapping tools and
workshops to help employees manage their own career direction.
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Chapter 2: The Case for Employee Engagement – The Evidence
Fujitsu also updated its corporate intranet to include an enhanced and
extensive sub-site termed “Invest in Yourself”. This included an outline of career
development policies, career maps and self-assessment, and a catalogue of
over 400 training courses available to employees.
Eighteen months later, Fujitsu’s employee survey results showed the impact.
People’s perception of their career development opportunities had moved
strongly upward. Fujitsu is now recognised in the UK as one of only 33
Investors in People Champions. Sue Payne, Head of People Development
Services, says: “This is a good example of how we were able to use the results of
our engagement survey to identify an issue of great importance to our people.
We did have the processes in place to support our people – we just weren’t
explaining it properly. Once we understood this, we were able to close the gap
and have a genuine impact on engagement levels.”
48 Engagement-based well-being can be maintained in a recession. Research by
Professor Sharon Parker from Sheffield University
87
suggests that introducing
deliberate work organisation and change management strategies can combat the
negative effects of reduced headcount. Results from a four-year longitudinal study
showed that there was no overall decrease in well-being from before to after
downsizing for the 139 employees remaining in an organisation despite an increase
in work demands. The potentially detrimental effect of increased demands appeared
to have been offset by improvement in work characteristics arising from initiatives
introduced as part of the downsizing strategy. The study showed that high demands
were associated with poorer well-being, but that increases in control clarity and
participation were associated with improved well-being.
Conclusion
49 This chapter sets out some of the findings to date in what we hope will be a useful
and accessible way. Our conclusion from the evidence available, including our own
first hand observations of the impact of successful employee engagement in
practice, is that the correlation between engagement, well-being and performance
is repeated too often for it to be a coincidence.
87
Parker, S.K., Chmiel, N., and Wall, T.D. (1997) ‘Work Characteristics and Employee Well-Being Within a Context
of Strategic Downsizing’ Journal of Occupational Health Psychology
65
Chapter 3
The Barriers to Engagement
1 Despite the compelling case for employee engagement, we know that a significant
percentage of the workforce feel disconnected from the work they do and the
people they work for. Whilst accepting that all of us are capable of having a ‘bad day
at work’ we do not accept the inevitability of work being just one bad day after
another.
2 Britain’s workplaces reflect changing attitudes, norms and expectations in wider
society. The so-called ‘death of deference’ has impacted on the employer-employee
relationship. Much has also been made of ‘generation Y’ who have high expectations
about what work will offer them in terms of self-fulfilment.
88
3 However we would argue that these higher expectations are not limited to one
particular demographic. Increasingly employees expect to be treated as human
beings with rights and responsibilities as, for example, the introduction of the right
to request flexible working for those with children or caring responsibilities
recognises.
4 We have, during this review, identified four broad inhibitors to effective engagement
by an organisation’s leadership and management; these inhibitors occur across
private and public sectors;
●● Some leaders are not aware of employee engagement. Others do not believe
that it is worth considering, or do not fully understand the concept and the
benefits it could have for their organisation.
●● Others who are interested in the topic do not know how to address the issue.
●● Even when leaders place great emphasis on the idea of employee engagement,
managers may not share the belief, or may be ill-equipped to implement
engagement strategies. As a result the organisational culture is unable to deliver
engagement.
●● Among those leaders who are concerned with employee engagement, there is
great variability in their views and commitment to it. Often the potential of
employee engagement is underestimated. For some, engagement is an annual
staff survey whose results may be acted on; for others a survey is no more than
one tool in an overall approach that places employee engagement at the core of
the organisation’s strategy.
88
A term often loosely applied and used to describe, broadly, the generation born in the 1980s and now
entering the workplace who, according to some observers, have higher (than previous generations)
expectations of how they should be treated by employers, are more likely to want to shape their jobs to fit
their lives, rather than the other way round, and are less likely to accept the judgment of those in authority.
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Chapter 3: The Barriers to Engagement
Lack of awareness
5 In the course of our review, we spoke to a wide range of stakeholders in all sectors
of the economy. It became evident that a large number of leaders remain unaware
of the concept of employee engagement, and the benefits it could bring their
organisation. Accor report that 75 per cent of leaders have no engagement plan or
strategy even though 90 per cent say engagement impacts on business success.
89
That is why our key recommendation is for a nationwide effort to raise the profile
of the issue and to increase the availability of practical support. This lack of
appreciation at the most senior level of what employees contribute is underscored
by Accenture’s finding that over half of Chief Financial Offers surveyed had nothing
more than a minimal understanding of the return on their investments in human
capital. A further 30 per cent understood it to a modest level and only 16 per cent
demonstrated a considerable understanding.
90
Philip Whitely of the Human Capital
Forum told us that what was required was “a Copernican shift, ditching the centuries
old dominance of accountancy as the way of understanding the organisation.”
(web response to call for evidence). On the other hand, Mel Flogell, head of HR
policy at Centrica, believes investors are becoming increasingly interested in
engagement, as more people realise an engaged workforce delivers value to an
organisation. “Ensuring staff are performing to their full potential is how organisations
will secure their competitive advantage. Investment in people is imperative for
delivering the business strategy, and shareholders are going to look for evidence for
this.” And in a new departure, AXA WF Human Capital Fund cites human capital as a
primary criterion for investment.
91
6 Uncertainty over engagement is also reflected in a fear that engagement might be
seen as too ‘soft and fluffy’ or as ‘not the British way’. As the law firm Freshfields,
Bruckhaus Deringer told us, when they introduced their groundbreaking
engagement strategy for legal associates, “we could have come at it from a fluffy
approach, but it wouldn’t have worked. So we put the performance metrics up front.”
Uncertainty about starting
7 Others, while they were interested in what engagement could offer, did not know
how to address the topic within their organisation. This lack of certainty about how
and where to start can be compounded by the feeling that employee engagement is
something that is ‘out there’ – a product one buys, often at great expense. It is not
always helpful to focus on employee engagement as a product; this in itself can be a
barrier to action.
89
Accor: Reward to Engage: Rewards, Benefits and Employee Engagement in Today’s Organisations and at
http://engagement.accorservices.co.uk/website/employee-engagement-whitepaper-form.html.
Last accessed 1 July 2009
90
Accenture, ‘An Accenture point of view on Employee Engagement – What it is. Why it matters. How you can
change it’. Produced for the MacLeod Review, December 2008
91
Lauren Mills (2008) ‘Human Capital: Meaningful Metrics’ Management Today, 3 November 2008
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Engaging for success: Enhancing performance through employee engagement
8 There are also those who have a tendency to confuse wishful thinking with positive
action on employee engagement. Thus the ACCOR Services Report
92
found that
although nearly three in four leaders rate their levels of staff engagement as above
average, it appears that the vast majority of them are guessing. “There is a sense that
while employers recognise the importance of engagement they don’t quite know what
to do about it. The issue seems to lie in their unwillingness to talk the talk and truly
relinquish command and control styles of leadership in favour of a relationship based
on mutuality. As a result many organisations have tapped into what they want from
employees as a result of employee engagement – that is high performance – but they
haven’t tapped into what’s in it for the individual who goes the extra mile.”
9 When we reviewed current thinking on employee engagement we found that, whilst
many appeared to recognise the importance of employee engagement and the
strategic role HR and other professionals could play in increasing engagement levels,
many are uncertain of how to enable the conditions for engagement to flourish.
Managers and organisational culture
10 Thirdly there remain a large number of disengaging practices in Britain’s workplaces
which act as barriers and which if not addressed can stymie attempts to introduce
engagement. As Ruth Spellman of the CMI told us, “for a high quality of working life
it doesn’t matter so much what the business is but how the people in that business
behave.”
93
11 Kingston Business School identified these practices as:
●● Reactive decision-making that fails to address problems in time;
●● Inconsistent management style, based on the attitudes of individual managers
which leads to perceptions of unfairness;
●● Lack of fluidity in communications and knowledge sharing, due to rigid
communication channels or cultural norms;
●● Low perceptions of senior management visibility and quality of downward
communication;
●● Poor work-life balance due to long hours culture.
12 The same report goes on to say that “attitudes to senior managers are often quite
negative. The evidence is that only a third of employees have confidence in or trust
their senior management team, while only two in five say that directors and senior
managers treat employees with respect.” Kingston’s report found that only 40 per
cent of employees are satisfied with relations between managers and employees in
their organisation; 27 per cent are satisfied with the way their organisation is
92
ACCOR: Reward to Engage
93
CMI evidence to the MacLeod Review
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Chapter 3: The Barriers to Engagement
managed; 32 per cent say that their manager rarely or never discusses their training
and development needs with them, 30 per cent rarely or never got feedback on
their performance and 25 per cent are rarely or never made to feel their work
counts
94
.
13 In their evidence to the review The Co-operative Group pointed to similar potential
barriers to individual engagement, including employees’ perceptions that they were
not being treated fairly at work, not being helped to improve and develop new skills
and realise their potential.
95
Adrian Askew, the General Secretary of Connect,
pointed to “the whinge and blame culture that still exists.”
14 Many people we spoke to identified managers’ approaches and behaviours as key
factors in disengagement – as one respondent said, they sometimes act as “a great
impermeable damp-proof course.” Jeff Kelly, of the Partnership Institute, told us at a
round table discussion for this review: “There is a territorial problem and a comfort
zone problem. Many feel comfortable with managing staff on an adversarial basis and
don’t want to give it up.”
15 Kelly’s point is underlined in a report on programmes undertaken by Professor John
Oliver of the Northern Leadership Academy, on behalf of the North West
Automotive Alliance between late 2007 and Spring 2009
96
: “… in our view, the
biggest challenge is the nervousness and uncertainty in managers moving outside their
comfort zones and dealing with employees they may have managed over a long
period. Facing up to initial scepticism or even cynicism can dissuade many in this
position, particularly as this negative reaction could last for many months.”
16 Ruth Spellman of the CMI also pointed to “poor management skills and ‘amateur
managers’ who have an inability to let go and allow staff to take ownership of their
work. This results in very good people becoming frustrated about not being allowed to
do a good job and become disengaged.”
17 John Oliver believes that the obsession with targets often infects managers’
behaviour and detracts from their ability to interact effectively with their staff. He
told us: “Ninety-nine per cent of failure to engage staff is down to management
behaviour. The management paradigm which introduced management by objectives
and KPIs [key performance indicators] changed the whole way of thinking around
good and bad management. Managers often focus on what they are judged on i.e.
KPIs. They give the impression on the shop floor that they are much more concerned
with outputs than people. There is less humanity and more mechanistic behaviour
despite superficial friendliness and a ‘call me Dave’ type lack of formality with staff;
I call this kind of manager the ‘friendly automaton’.”
94
Truss, C., Soane, E., Edwards, C., Wisdom, K., Croll, A., And Burnett, J. (2006) Working life: employee attitudes
and engagement 2006 CIPD
95
The Co-operative, evidence to the Macleod Review
96
John Oliver (2009) ‘Culture Change and Employee Engagement: Overall Outcomes, Programmes’, Team
Enterprise Solutions.
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Engaging for success: Enhancing performance through employee engagement
18 This is borne out by a study of first line managers reported in the Journal of
Management Studies
97
which found that supervisory duties remained much in
evidence and that devolution of responsibility to teams remains rare.
The Henley Centre quotes two employees on the effects of disengaging
managers:
“I think one of the things that has surprised me is none of my line managers has
asked me what I am interested in. We just get jobs which have been allocated.
We’ve never explored whether this person might be more suited to this kind
of work.”
“I feel less engaged when I’m micro-managed, when I’m given work which is
intellectually unstimulating, bureaucratic and I don’t see the impact it is having.”
19 Many respondents to the review stressed the need for better training for managers
in so-called soft or people skills, both as part of the current syllabus for business
qualifications, and more generally. Many felt that current skills training concentrated
too heavily on qualifications and too little on how people skills were implemented
within the workforce. There was a consistent call, in particular, for the wide range of
skills training provided under the government’s aegis to reflect this need. As one
said, “too often managers are promoted because of their competence in the job they
last did – not because they’ve the right skills for the new one.”
20 Managers themselves are critical of the quality of management training they
receive from their company. Accenture found that just over three in five middle
managers in the UK felt it was either good or fair; less than one in ten deemed it
excellent, one in five felt the training was poor and one in seven said they received
no training from their companies. Middle managers rating of their own supervisors
revealed similar figures.
98
21 On the other hand, middle managers who become convinced of the need for
change can themselves run up against barriers. A study by Alimo Metcalfe et al
revealed that the three most formidable blocks to success were the behaviours and
attitudes of the most senior managers.
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Hales C. (2005) ‘Rooted in Supervision, Branching into Management: Continuity and Change in the Role of
First Line Managers’, Journal of Management Studies, Vol 42. No 3 pp 471-507
98
Accenture survey (2008): Middle Managers Outlook UK
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Chapter 3: The Barriers to Engagement
“The first barrier was that these top managers believed that their status in the
organisation was evidence enough that they ‘had what it took’ to be regarded as
a leader, and regarded their development as therefore unnecessary. Nonetheless,
they believed that the managers below them needed it. However, when the
managers returned to the workplace with a clearer idea of what leadership
should look like, they became much more aware of the poor quality of leadership
role-modelled by their senior managers, and their frustrations increased. This was
deepened by another major problem, which was that when the managers
attempted to implement their learning, their suggestions for improvement were
rejected or ignored by their somewhat defensive and/or reactionary bosses.
“The result was disenchantment, greater cynicism and lower morale among the
manager group, who eventually stopped making any suggestions or trying new
ways of leading.” (Quoted in CIPD Research Insight, Engaging Leadership:
creating organisations that maximise the potential of their people).
Underestimating engagement
22 Respondents to the review expressed concern that some leaders regarded employee
engagement as another job on the to-do list that could be ticked off once an annual
staff survey had been carried out, and the results, perhaps, delegated to HR and line
managers to fix. This is to miss the point that keeping employees engaged is an
on-going process that needs to be hard wired into an organisation’s DNA. The
British Association of Communicators in Business emphasised the importance of the
chief executive and the senior management team seeing this issue as “an integral
part of higher-level strategic activity rather than something they are supposed to do,
but that is not a core function.”
99
23 Nor is engagement something that can be achieved overnight. Professor John
Purcell in a note to the review pointed out that the need for quick results did not sit
easily with the extent of culture change that might be needed.
24 There can be an over-emphasis on measurement at the expense of change. Indeed
to carry out a survey and then not follow it through by implementing changes
based on that survey’s results, is more likely to disengage staff than not doing a
survey in the first place. Two employees quoted by the Henley Centre illustrate the
damage done when lip service is paid to engagement
100
:
99
Submitted to MacLeod Review by email, Call for Evidence
100
Henley Centre of HR Excellence
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Engaging for success: Enhancing performance through employee engagement
“We have a bi-annual survey and the results were critical. Action plans were
prepared by the team members but the manager took it and did something
entirely different with it. This was very disengaging.”
“I think it’s disengaging to be asked for input into something and then not have
feedback about what difference that made or whether it contributed in any way.”
25 It is, of course, important to take soundings and find out what the state of play is
within an organisation. A staff survey may be a useful means of testing out levels of
engagement, but it is not enough by itself, particularly if it leads simply to trying to
change the engagement score, rather than really fix the issues that make up the
score.
26 The Communications Lab were just one organisation pointing to the need for
engagement approaches to be bespoke for the organisation. “There is often little
consultation with employees about what engagement might mean to them. Often it is
defined in the ivory tower and measured by an impersonal on-line survey, and very
few people feel listened to via completing an online survey”.
101
27 Others pointed to the key difference between communications and listening, and
the need to “move away from transactional two-way communications to listening
and demonstrating that you have heard; trusted dialogue rather than two-way
communications,” as the Communications Lab put it.
Two levels of employee engagement
28 It has become increasingly clear to us throughout the review that there are broadly
two levels at which engagement can operate.
29 The first level sees an employee engagement strategy as essentially a set of
activities or targets. This approach often reflects a degree of compartmentalised
thinking among the senior leaders: for example they may have individual strategies
for their product positioning in the market place, their geographic focus, their IT
renewal – and a human resources strategy. The Board takes the engagement
strategy seriously; there is an annual or bi-annual survey to measure engagement
levels and the views of staff are sought; departments including HR are then tasked
to follow up the survey results. There is little about any of the component parts that
can be criticised and it certainly does bring benefits. Nonetheless, in this model,
employee engagement is still an ‘add-on’. It is not integral to the overall business
approach. It is essentially a set of transactions.
30 The second level sees employees as an integral part of developing and delivering the
overall business strategy. This strategy will cover the values and behaviours that are
required from everyone in order to deliver the company’s position in the market
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Submitted to MacLeod Review by email, Call for Evidence
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Chapter 3: The Barriers to Engagement
place, its territorial focus and so on. Employees are at the heart of strategy
development and of delivery. The insights of the front line, for example, constantly
inform the development of the strategy, ensuring it is market responsive. The
insights and ideas of employees, wherever they work, about how products and
services can be improved, are harnessed, listened to and acted on. Employees’ views
about the organisation or service as a whole, are regularly sought, and identified
improvements acted on. This is transformational engagement.
31 Based on CIPD’s experience of talking to organisations who are implementing
employee engagement strategies, Chief Executive Jackie Orme estimates that
around 75 per cent fall into the first category with 25 per cent in the second.
Particular barriers faced by SMEs
32 Many of the barriers to engagement described above have the potential to affect
organisations of any size. However, during the course of the review we have been
told repeatedly of several potential challenges that seem to be particularly relevant
for those running and working in SMEs, particularly dealing with the consequences
of growth. We deal with engagement and SMEs in the next chapter.
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Chapter 4
Enablers of Engagement –
What has to happen to make
engagement work
1 In the previous chapter we set out some of the key barriers to engagement. In this
chapter we identify some of the key enablers.
2 There is a great deal of published academic work on what drives engagement.
In addition to this we have garnered views from a wide range of practitioners,
employers, academics, consultants and employees themselves. There is, of course, a
range of opinions on what the key drivers or enablers of employee engagement are.
As an example, the top ten drivers identified by Towers Perrin – ISR through
employee-opinion research shows that of seventy five possible drivers of
engagement the one that was rated as the most important was the extent to which
employees believed that their senior management had a sincere interest in their
well-being. This same research goes onto ask employees whether they think their
senior managment actually exhibit this attitude and behaviour. Thirty-nine per cent
said they did not believe this would be the case, 32 per cent were neutral and only
29 per cent felt that their senior management was sincerely interested in their
well-being. The second driver was the extent to which employees believed that they
had improved their skills and capabilities over the previous year. Feedback on this
driver was significantly more positive with 62 per cent believing that they had
improved their skills and capabilities, 23 per cent were neutral, whilst 15 per cent
believed they had not
102
. We recognise that there is no ‘one size fits all’ model of
engagement; in addition, different organisations will vary in their needs and their
approach.
3 Studies show that pay and conditions are important in attracting people to
organisations, but subsequently act as more of a ‘hygiene’ factor. In other words if
handled badly or perceived as unfair, they will act as a demotivator. As Frederick
Herzberg pointed out
103
“the factors involved in producing job satisfaction (and
motivation) are separate and distinct from the factors that lead to job dissatisfaction…
these two feelings are not opposites of each other. The opposite of job satisfaction is
not job dissatisfaction but rather, no job satisfaction; and similarly, the opposite of job
dissatisfaction is not job satisfaction, but no job dissatisfaction.” IES research has
102
Duhaldeborde Yves, ISR ‘Review of Employee Engagement, June 2009’, slides prepared specifically for the
MacLeod Review
103
Herzberg, Frederick (2003) ‘One More Time: How Do You Motivate Employees?’ Harvard Business Review
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Chapter 4: Enablers of Engagement – What has to happen to make engagement work?
pointed to the varied and organisationally specific mix of financial and non-financial
factors that contribute to staff feeling valued and involved.
104
4 This report is not a ‘how to’ guide. However, we were struck in the course of the
review how often the same four broad enablers / drivers were cited as being critical
to employee engagement.
5 LEADERSHIP provides a strong strategic narrative which has widespread ownership
and commitment from managers and employees at all levels. The narrative is a
clearly expressed story about what the purpose of an organisation is, why it has the
broad vision it has, and how an individual contributes to that purpose. Employees
have a clear line of sight between their job and the narrative, and understand where
their work fits in. These aims and values are reflected in a strong, transparent and
explicit organisational culture and way of working. The late Professor Sumantra
Ghoshal, formerly of the London Business School, believed that organisations which
were successful in the long haul were characterised by stretch, discipline, trust and
support; they were ‘both tough and tender’.
6 ENGAGING MANAGERS are at the heart of this organisational culture– they
facilitate and empower rather than control or restrict their staff; they treat their
staff with appreciation and respect and show commitment to developing,
increasing and rewarding the capabilities of those they manage. As Chris Bones told
us, “the line manager is the lens through which I see the company and the company
sees me.”
7 VOICE An effective and empowered employee voice – employees’ views are sought
out; they are listened to and see that their opinions count and make a difference.
They speak out and challenge when appropriate. A strong sense of listening and of
responsiveness permeates the organisation, enabled by effective communication.
8 INTEGRITY Behaviour throughout the organisation is consistent with stated values,
leading to trust and a sense of integrity.
9 Later in this chapter we comment on the particular issues and enablers for SMEs,
the role for and types of employee ownership, on corporate social responsibility
(CSR) and on talent and diversity.
104
Robinson D., Perryman S., Hayday S (2004), ‘The Drivers of Employee Engagement’, Report 408 Insitute
of Employment Studies; Reilly P., Brown D. (2008), ‘Employee Engagement, What is the Relationship with
Reward Management?’; HR Network Paper MP83 Institute of Employment Studies
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Engaging for success: Enhancing performance through employee engagement
Leadership: Strategic Narrative
10 A strong narrative that provides a clear, shared vision for the organisation is at the
heart of employee engagement. Employees need to understand not only the
purpose of the organisation they work for but also how their individual role
contributes to that purpose. As Ruth Spellman of CMI told us: “First employees need
to have an understanding of the business they are in. Employers need to ensure that
jobs fallen into by accident become the ‘real deal’”. Dianne Thompson, Chief
Executive of Camelot said to us: “Particularly in very difficult economic conditions it
is vitally important that leaders focus on the morale and motivation of their
employees. Understanding the journey that a company is on is critical to keeping
employees engaged.”
11 Despite a widespread recognition that employees’ buy-in to an organisation’s
mission is important, evidence suggests that too little is being done to achieve this.
Accenture’s High Performance Workplace study found, for example, that only
around 40 per cent of those surveyed understand their organisation’s strategy.
105
12 Visible leadership can also be critical for engagement. Margaret Jackson, HR Director
at Aintree NHS Hospital Trust told us: “The CEO keeps in touch with what is
happening in A&E and will go down to the department when it is particularly busy and
staff are being especially stressed. This visible leadership is encouraged, with all
directors being expected to ‘walk the floor’ on a regular basis and directors and
non-executive board members undertaking regular visits to different parts of the
trust.”
Case Study
Babcock Marine Clyde
Babcock Marine Clyde, part of the Babcock International Group PLC, provides
engineering support services to the Royal Navy at HM Naval Base Clyde near
Glasgow. During its first five years in business to September 2007, it
successfully delivered cost savings to its customers amounting to £76m, whilst
also improving performance. As the Company has no fixed assets but only its
people as a source of improvement potential it has had to develop a robust
method of engagement that gets the best from its 1,400 strong workforce.
105
Accenture (unpublished). ‘An Accenture point of view on employee engagement – what it is, why it matters,
how you can you change it’, Produced specifically for the MacLeod Review, December 2008.
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Chapter 4: Enablers of Engagement – What has to happen to make engagement work?
In order to increase the levels of engagement, the company decided to design
a narrative graphic outlining the organisation’s journey, mission and vision that
would be relevant to everyone irrespective of their position in the organisation.
The graphic stimulated discussion of the business goals and values, change
factors and achievements to date, as well as hopes for the future. It allowed all
staff to feel ownership of the company’s vision and the strategy required to
achieve it. Following on from this exercise, the business management created a
business plan which was specifically written in a common language so that
every individual would be able to visualise exactly where they contributed to
the success of the organisation. Managers and team leaders were challenged
individually to identify which high level objectives were most pertinent to their
teams and in what ways. A number of Departments created their own ‘mini
business plan’ to contextualise objectives for their people at a local level.
Tangible benefits that have been attributed, at least in part, to various
engagement activities include a reduction of 30 per cent in sickness absence
between 2005 & 2009 and a 50 per cent reduction in reportable accidents
from 18 to nine between 2007/08 and 2008/09. Project performance has
significantly improved, resulting in overall project performance going from a
48 per cent overrun to less than three per cent. BMC’s approach to
engagement is summed up by the current Managing Director, Craig Lockhart
who says “our people have delivered and I am confident that they will continue
to deliver, so long as we are all clear on the expectations we have of each other”.
“Three years ago, Warner Bros. UK began work on a staff research project that
would eventually grow into a multi-layered employee engagement programme
that remains at the heart of the company’s commitment to being a best-in-class
organisation. The results of that investigation were critical to the successful
construction of a robust route map to better employee engagement.
Thanks to the efforts of four staff-led project groups, we have implemented over
50 high impact – and in many cases low cost – initiatives since the end of 2007.
Most if not all continue to this day and many have dramatically changed the
landscape of working life here at Warner Bros. UK.
The bottom line here is that employee engagement never stops; it is a key
business objective for Warner Bros. UK, now and in the future, and its continued
success is based on the ongoing allocation of time and resource.”
Josh Burger, President and Managing Director, Warner Bros. UK
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Engaging for success: Enhancing performance through employee engagement
Case Study
Telefónica O2
O2’s ‘fandom’ aim for 2011 is simple: to have twice as many customers who
are fans as its nearest competitor.
But to turn its customers into fans, O2 must first do the same to its people,
engaging their hearts and heads. Only with a workforce that both cares about
and fully understands its goals will it succeed.
“We want our people to come with us on the journey, love O2 and love our
customers, “ says Head of Internal Communication, Jenny Burns. “Gaining their
emotional commitment is vital but it’s no good if they don’t understand the
strategy and the role they play in it, so there has to be a clear vision in the first
place. We want to paint a picture of where we’ve been, where we are and where
we need to be in the future that is easily shared and often talked about.”
The world of fans and ‘fandom’ is something that resonates with everyone at
O2 and is brought to life through involving and two-way internal
communication.
Face-to-face briefings hosted by the CEO and his team demonstrate ownership
and direction from the top. And channels including intranet, video, email and
print keep telling the story, demonstrating proof points along the way.
Open communication is key to everything. With the company constantly
evolving and growing, the long term plan for O2 isn’t kept for a privileged few.
“It’s not unusual for a company to have a three year business plan,” says CEO,
Ronan Dunne. “What’s unique about ours is that we’re articulating the journey to
everyone. We’re creating visibility across the entire organisation regarding
decisions, investments and choices that will define the path we’ll travel in
later years.”
13 7side is a good example of a small business that has seen great success in recent
years following a change of culture which was predicated on the belief that
employees were integral to the business and needed to fully understand and share
the 7side strategy. Sam Lloyd, Managing Director of 7side told us: “I believe that the
key to success in engendering a culture of employee engagement is a sound
foundation with all employees fully understanding why we are here and, more
importantly, where we are going. It is extremely important to underpin the agreed
foundation with regular communication and complete financial transparency.”
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Chapter 4: Enablers of Engagement – What has to happen to make engagement work?
Case Study
7side
7side is a small business based in Cardiff providing corporate and property
search data, documents and services. For 23 years it was a traditional successful
organic growth partnership with a focus on protection of senior owner equity.
Five years ago it became a limited company with a new board of directors, eager
to break away from its historical approach of command and control and ready to
compete in a new technology driven market place dominated by the commercial
giants. This could only be achieved by taking bold investment steps and changing
the longstanding culture of employee expectancy that strategy, innovation and
development was purely in the hands of the business owners. They recognised
that radical change was needed to survive and thrive, with every single member
of the organisation being a critical component of the process.
7side developed a new Foundation with its employees which included Mission,
Vision,Values and Culture statements that were discussed and communicated
with staff to deliver a clear message on the direction of the organisation and
create a clear framework for all decisions and behaviours. Positive culture
changes, shared values, agreed attitudes, beliefs and behaviours are now
profoundly imbedded within the organisation. Strategic business planning
involves input from all staff resulting in an inclusive system that encourages
innovation and creates a strong sense of personal ownership and destiny control.
Tangible profit share and recognition benefits have been implemented and
multiple fora for active regular and structured communication are in place.
Continual development of the business leaders was also seen as critical and 7side
has called on expert external support for diagnostics and coaching support.
7side is convinced that its total engagement culture has been critical in its
business success as it has led to consensus employee decisions to combat the
economic crisis, resulting in significant ‘bottom line cost savings’ and a true
sense of positive team spirit. It has helped them gain recognition as a market
leader and win contracts against industry heavyweight competitors. They have
attracted at least 75 per cent of the top 100 UK legal law and accountancy
firms as customers and boast the position of world’s biggest customer and
reseller of the Companies House Direct on-line service.
Their compounded growth for the last three years was 49 per cent and despite
a financially challenging six month period from June 2008 as a result of
inactivity within their client base of corporate and property legal clients, they
have managed to turn the situation around and are back on course to grow
turnover by a further 30 per cent by the end 2010, operating effectively with
leaner, more efficient operating systems and costs.
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Engaging for success: Enhancing performance through employee engagement
14 Strategic narrative also plays a vital role in the public sector, very much including
the local government sector, where both the Chief Executive and the Council Leader
influence the development of the organisational direction.
Case Study
Chorley Borough Council
In 2006, Donna Hall arrived at Chorley Borough Council as Chief Executive
bringing a new and very different style of leadership, and setting the
organisation’s focus clearly on the customer. Prior to her arrival, Chorley’s
performance was average; Donna streamlined the workforce and the
management team and the council is now rated as excellent by the Audit
Commission, is a Beacon council for customer service and the best improver in
The Times Best Council to Work for 2008.
Turnaround has been quick yet welcomed by staff who warmed to the new
open culture that Donna has put in place and have embraced the ‘customer
first’ vision. Listening days where all staff contribute ideas that get acted upon,
back to the floor exercises to keep managers in touch with staff and residents,
a well-being programme and a focus on sickness absence have all proved their
worth. Levels of sickness absence have reduced, morale is higher and staff are
increasingly ambassadors and proud to say they work for Chorley.
Mechanisms like the top 50 manager forums and management development
programme mean that the style and vision which Donna has set out
permeates through the organisation. As Donna says: “I don’t have the monopoly
on good ideas, the people who do the job are now being asked and because we’re
a small council we need everyone to play their part. Our Chorley Smile campaign
helps communities tell us what would make life better and our people are proud
to help make that happen. We simply needed to remind ourselves what we are
here to do – serve the public – and put that at the heart of the way we work.”
Engaging Managers
15 An engaging manager is at the heart of success in engaging the workforce.
Accenture’s internal research showed that 80 per cent of the variation in
engagement levels was down to the line manager.
106
As a result, employees’ most
important relationship at work is with their line manager; people join organisations,
but they leave managers.
16 Employees need managers who are themselves engaged and who are seen to be
committed to the organisation. Standard Chartered Bank in a submission to this
review said that organisations need to ‘know, focus, care and inspire employees’.
106
Note from MacLeod Review round table meeting held with Accenture, 11 February 2009
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Chapter 4: Enablers of Engagement – What has to happen to make engagement work?
The role of the manager was key. “We need consistencies between values and
behaviours. We need to have honest conversations and sometimes difficult
conversations. We need to talk to employees about ‘what really gets you out of bed’.
We really need to understand people.”
17 The role of the manager is also key to the engagement levers with the greatest
impact on discretionary effort identified by CLC research on this topic
107
:
understanding how to do one’s job, a belief in the importance of it and
understanding how to complete one’s work. These are more critical in driving effort
than any other day-to-day work factors including resources, job quality, suitability
for role and personal goals.
18 From a rich and varied set of submissions for this report we have concluded that
three things are required from managers so that they become, and are seen to be,
engaging managers. Firstly, engaging managers offer clarity for what is expected
from individual members of staff, which involves some stretch, and much
appreciation and feedback/coaching and training. The second key area is
treating their people as individuals, with fairness and respect and with a
concern for the employee’s well-being. Thirdly, managers have a very
important role in ensuring that work is designed efficiently and effectively.
Engaging managers offer clarity, appreciation, positive feedback and
coaching
19 The Gallup Q12
108
questions which the company believes are a very important
underpinning to engagement are: ‘I know what is expected of me at work’, ‘in the
last seven days I received recognition and praise for doing good work’ and ‘at work
my opinion seems to count’. ‘Knowing what is expected of me’ seems to be
enhanced when it is accompanied by some positive stretch. Saks et al in 2006
109
point out challenge plays a key role providing that it offers stretch and can be
overcome successfully, but is not so great that it leads to stress and disengagement.
20 Coaching and feedback are critical. A Watson Wyatt survey
110
says that “our data
shows that engaged employees have frequent work related discussions with their
immediate manager in comparison to their colleagues with medium to low
engagement levels. Forty-three per cent of high engaged employees receive feedback
at least once a week compared to only 18 per cent of employees with low
engagement”.
107
Corporate Leadership Council Presentation to MacLeod Review, 2009
108
http://www.gallup.com/consulting/52/employee-engagement.aspx
109
Saks, A.M.(2006) ‘Antecedents and Consequences of Employee Engagement’. Journal of Managerial
Psychology Vol 21 (no. 7)
110
Watson Wyatt, 2008-2009 Work Survey Report, Continuous Engagement: The Key to Unlocking the Value of
Your People During Tough Times
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Engaging for success: Enhancing performance through employee engagement
21 CLC argue much the same
111
; their research reveals a general lack of specific enough
feedback on good performance. They define this as differentiating performance: in
other words that really good performance is recognised. This feedback needs to be
commensurate with the contribution. It is important to differentiate between basic
respect for the individual and recognising and rewarding people commensurate with
their contribution. Ensuring that managers had the capability to carry out
performance management was identified as key in a Work Foundation report, What
Makes for Effective Performance Management.
112
Many respondents pointed to the
feedback from employees who make it clear they resent the fact that bad
performance is not properly addressed or managed, or differentiated from good
performance.
Soft skills for leaders and managers
22 The Leitch Review of 2006 concluded that the UK spends less per manager than any
other European country on management development. Acas and CIPD point out
that in 2008 just three per cent of the government’s Train to Gain budget was
allocated to the development of generic leadership and management skills.
113
One
of the top issues highlighted throughout reports from the Sector Skill Councils is
the need to address leadership and management skills almost above all else.
Attendees at our review round tables held with the Institute of Hospitality and the
Financial Services Skills Council also stressed the need for better soft skills training
and support. The 2004 WERS report concluded that the main reason for failures of
SMEs is down to poor leadership and management.
23 So what is good leadership and management when it comes to soft skills? It starts
by understanding the role of leaders. Stephen Taylor, former Chief Executive of the
Leadership Centre for Local Government, offers a useful and simple working
definition of leadership as “creating a space in which people can do and want to do
what needs to be done.” He goes on to argue that by understanding oneself, the
team, the organisation and the operating environment, the leader is in a better
place to address the more practical tasks.
24 The Acas and CIPD report identifies these practical tasks simply and clearly as:
managing work now and in the future; managing the team; managing the individual;
managing conflict and difficult decisions and lastly managing yourself.
25 Gillian Stamp in evidence to the review talked of the tripod: the need for leaders
and managers to ‘task, trust and tend’ people. She also spoke of the need for
leadership and management to manifest itself differently and appropriately to the
different levels of activity inherent in all organisations; managers’ capability
similarly needed to be appropriately matched to their level in the organisation.
111
Corporate Leadership Council, Presentation to MacLeod Review, 2009 .
112
Armstrong K., Ward A. (2006) What Makes for Effective Performance Management? Work Foundation
Publication in their Corporate Partners Research Programme.
113
Acas and CIPD (2009) ‘Meeting the UK's people management skills deficit’
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Chapter 4: Enablers of Engagement – What has to happen to make engagement work?
26 A report by Towers Perrin conducted for O.C. Tanner in 2008 showed that in
organisations with generally low levels of engagement, strong manager performance
in recognising employee performance increases engagement from 33 per cent of
employees giving a favourable engagement score to 52 per cent.
114
In generally
higher-engagement organisations, where opportunity and well-being are clearly
part of the culture, the effect of manager recognition is less striking but
nevertheless significant.
Case Study
Mace Group
Mace Group is an international consultancy and construction company. It has
a projected £700 million turnover for 2009 and employs approximately 2,800
staff in 35 countries. By engaging employees, Mace aims to attract and retain
the best people. The company has developed its own engagement model that
focuses on providing interesting work, opportunities for two way
communication, training and development and corporate social responsibility.
But the company also believes that line managers play a critical role in
engaging employees, and consequently invests considerable resources in
training and supporting them. Good basic management skills, rather than
specific training on how to engage staff, have improved engagement across the
company.
Roles at Mace are designed to be challenging, varied and rewarding in order to
sustain interest and encourage engagement. Employees are encouraged to
move around the company to vary their work and support their development.
They are given responsibility for decision making and the independence to
deliver in ways they see fit.
This flexible approach to job organisation has challenged Mace to develop
effective line management. Micro-management would undermine the
autonomy which Mace believes is crucial for engaging staff; as Mace’s
Employee Engagement Manager said, “It is not the job of our managers to
constantly look over their team members’ shoulders.” Instead, Mace have
developed a Manager’s Charter which defines a new role for line managers as
people who successfully recruit, lead, enable, appraise, develop, evaluate and
recruit people in their teams. Mace has also instituted leadership programmes
and skills training called ‘Managing people @ Mace’ to support those in line
management roles.
114
OC Tanner/Towers Perrin ‘Turbocharging Employee Engagement: The Power of Recognition from Managers’
(2009)
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Engaging for success: Enhancing performance through employee engagement
A recent survey of Mace employees conducted by Kingston Business School’s
Employee Engagement Consortium shows that investment in good line
management is paying off and that roles remain engaging. Approximately 90
per cent of employees strongly or very strongly agreed that they were
intellectually and affectively engaged in their roles, and 80 per cent agreed
that their manager helped them to fulfil their potential. Mace has also found
other business benefits to engagement: engaged employees are more prepared
to recommend their organisation to others as a good place to work, which is
an important objective for Mace. Engagement has also benefited retention,
with 94 per cent of employees saying they plan to stay at the company. Mace
has a lower turnover rate than the industry average. Although it is hard to
directly account for the impact of engagement on Mace’s profit margins, the
company believes that engaged employees increases customer satisfaction and
loyalty, which in turn, boosts profitability.
Case Study
Network Rail
When Network Rail was formed in 2003, it brought in a consultancy firm to
measure engagement and found very low levels of engagement in the
organisation. In their business, employee engagement is key in a number of
areas of business performance, including safety, and action had to be taken to
improve engagement as a means of improving performance.
Network Rail saw good leadership and good management as being the most
important elements of high engagement, as Bob Hughes, Talent and Employee
Engagement Manager says. “There is no magic bullet to high engagement; it’s
simply about improving the relationship between manager and managed. So, we
invested in leadership development programmes designed to move us away from
a command and control system to one where people felt able to show leadership
wherever they were in the organisation – people taking ownership and being
accountable; managers trusting their people and delegating tasks to them.”
Core to this cultural change was a training programme for managers showing
them how to take a coaching approach to leadership of their teams. So far,
Network Rail have put around 1,000 managers – about 25 per cent – through
the accredited training programme. In addition, around 100 of Network Rail’s
managers went on to volunteer as an internal coach, and that pool of coaches
is used to coach others across the company.
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Chapter 4: Enablers of Engagement – What has to happen to make engagement work?
The results of this investment are clear: engagement scores of the teams
managed by attendees of the programme are significantly higher than teams
where the manager hasn’t been on the course. And this positive engagement
outcome translates into vital business indicators. Absenteeism in engaged
teams is around three-quarters that of the less engaged teams, and engaged
managers are responsible for half the number of signalling errors and incidents
compared with less engaged managers.
Case Study
Telefónica O2
At one of its largest contact centres, O2 found that some of its managers were
spending too long on administrative tasks – time that could have been spent
face-to-face with their teams.
Over two months, managers at Preston Brook were asked to track what they
were spending their time on, enabling O2 to build a picture of how they spent
their average working day. It found too much of their time was being taken up
with administration that it could train non-managers to do.
“We trained up our admin team so they could perform some of these activities –
things like auditing goodwill credits and reporting sickness absence stats,” says
Customer Service Operations Manager, Lorraine Connolly.
“That freed up our managers to spend more of their time where they should be – in
amongst their teams taking care of their people with one-to-ones, coaching and so on.”
Only by spending quality face-to-face time with their teams can O2’s
managers meet the company’s promise that your manager will be there for you.
Account Manager at Preston Brook, Nico Versluys, whose 11-year-old stepson
has cerebral palsy, said he was grateful his manager made time for him. “Ryan
needed a series of operations on his legs and it was a very stressful time,” said
Nico. “But my manager always made time for me to talk about it. He said if things
ever got too stressful then he’d give me the space I needed to get my head
around things and talk it through. I never really needed to in the end but it was
reassuring to know the offer was there if I needed it.
“Customer Service can be a very busy and stressful part of the business, so it’s
easy for managers to look at their team as a bunch of KPIs that need to be
monitored or improved. But the best managers are those who appreciate that
their team are human beings and will perform at their best when they feel
supported, listened to and involved. As the saying goes: ‘happy people equals
happy customers.’”
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Engaging for success: Enhancing performance through employee engagement
Case Study
Standard Chartered
A strong focus on the importance of the relationship between manager and
individual is at the heart of Standard Chartered’s approach to employee
engagement. At Standard Chartered, people management is placed on a par
with task and financial management, and managers’ performance is assessed
accordingly. Great effort is put into developing effective managers and the
organisation has developed four manager principles (‘know me’; ‘focus me’;
‘care about me’ and ‘inspire me’) designed to encourage managers to put
themselves in the position of their direct reports so that they can make the
most of their employees’ strengths, interests and career aspirations.
The Bank’s 9,000 managers are supported through the Great Managers
Programme (GMP) which includes a mix of training and online tools and
communications which equip them to bring the Standard Chartered story to
life for their team members, and ensure they regularly hold effective and
productive conversations with their people which address the four principles.
The Bank’s unwritten motto is ‘treat no behaviour with indifference’, and
managers are encouraged to treat every interaction with their staff as an
opportunity to have a performance conversation – giving praise and
recognising a job well done, giving constructive feedback on areas requiring
more work, or discussing what help and support might be needed to carry out
the job. As a result, staff are better focused, motivated and engaged, which is
reflected in business outcomes – lower levels of staff turnover, and improved
financial performance.
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Chapter 4: Enablers of Engagement – What has to happen to make engagement work?
Case Study
Ministry of Justice
Two years ago the Ministry of Justice (MoJ), which includes the Courts Service,
Tribunals and the Prison Service, became the third largest Government department.
Its senior management recognised evidence of the links between employee
engagement and performance and its potential for the newly merged organisation.
At a strategic level it was clear that the MoJ would have to achieve more with less
and that a deeper appreciation of employee engagement across the MoJ could
assist in meeting the required cost savings target of over £1bn within three years.
A project team was formed towards the end of 2007 with an initial focus on
building on existing good practice and raising managers’ understanding of
employee engagement and their roles in ‘making it happen’.
A range of branded leadership development materials and activities, including
a practical engagement toolkit, was quickly produced.
Alongside this, the team established a framework to roll-out an MoJ-wide
employee engagement survey and gain initial ‘stake in the ground’ data.The survey
took place in September 2008 across the organisation’s 80,000 strong population.
The framework was developed to involve and infiltrate all parts and levels of
the organisation. High level business sponsors formed a Steering Group to
achieve ‘executive buy-in’ across the MoJ. A Working Group, representing all
parts of the business, looked at the practical issues such as the composition
of questions, the organisational hierarchy, and who should receive reports.
Employee Engagement Champions helped bring things to life at a local level.
A major internal marketing push, with a branded slogan ‘Start a Chain
Reaction’, was developed and managed not just as a corporate
communications campaign, but actively built on by local champions and
advocates. A 65 per cent survey response rate resulted.
The MoJ’s approach has been recognised as an example of good practice within
the public sector. Its approach and lessons learned are playing a valuable role in
informing the roll-out of the single pan-Whitehall engagement survey being
co-ordinated out of the Cabinet Office for implementation in the final quarter
of 2009. Going forward, the ‘project’ has been absorbed into business as usual
and employee engagement now forms part of the MoJ’s corporate university,
the JusticeAcademy. Already the synergies between learning and engagement
are bearing fruit.
At the time of writing this report, the Ministry is still collating evidence of the
effect of actions implemented on the basis of the survey results.
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Engaging for success: Enhancing performance through employee engagement
27 The second key area in effective managers’ approach is that of treating people as
individuals; they are treated with fairness and respect with a concern for the
employee’s well-being.
28 ORC research concludes that “the question I am treated with fairness and respect in
this organisation has the strongest correlation with the percentage of citizens satisfied
with the overall service provided from local authorities”.
115
29 In their submission to this review the Nationwide Building Society said their
research showed that if employees feel managers care about them they are much
more likely to work harder.
30 Marcus Buckingham who has significant experience in the employee engagement
area believes the critical question from employee research is “do I feel as if this job
calls on the best in me?’ This requires the local manager to know the individual and
get the best out of them”.
31 This broadly emotional area of a manager’s role is critical. The Corporate Leadership
Council conclude that: “emotional commitment drives effort, emotional commitment
is four times as valuable as rational commitment in producing discretionary effort.
Indeed the search for a high performance workforce is synonymous with the search for
emotional commitment. Rational commitment is based around financial,
developmental and professional issues while emotional commitment is the extent to
which employees value, enjoy and believe in their jobs, managers, teams or
organisations.”
116
32 Research by IES (Robinson 2007) found that feeling valued and involved was an
overwhelming driver for engagement in the NHS.
“At a basic level, emotional engagement is about making a strategy personal. It’s
about seeing the connection between what I do and delivering something larger
and more meaningful, the overall result. An emotionally intelligent strategy is
about people getting fired up by the thought that the world will somehow be a
better place as a result of what they’re doing, playing their part in delivering the
strategy. If a strategy engages people emotionally, there’s an authentic
commitment to making it happen.” Stuart Fletcher, President of the
international division of Diageo.
117
115
ORC International Presentation to MacLeod Review February 2009
116
Ibid.
117
Quoted in Stern, S. ‘Feel The Strategy: Leaders Must Engage Hearts as Well as Minds’ Management Today 1
Nov 2008
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Chapter 4: Enablers of Engagement – What has to happen to make engagement work?
33 Stephen Taylor quoted a colleague saying of a manager: “He believed that what we
were trying to do was not impossible, and he made us believe it too, so much so that
we wanted very much to do it with him – and that very thing made it possible.”
118
“Working with children and young people including some who are vulnerable is
semi-vocational work – it requires a real commitment to the work we do. We are
not in a position to offer rewards so we need to ensure everyone feels valued for
the part they play in making a difference.” Josie Warwick, Education Leeds
(submitted via the review’s call for evidence).
Case Study
The Co-operative Group Customer Relations Team
There is no doubt that being a member of The Co-operative Group
Customer Relations team can be a tough job. Part of The Co-operative Food
marketing function, the team are responsible for dealing with all contact from
customers who have comments, suggestions, general enquiries and complaints.
They deal with over 3000 phone calls and 1500 emails and letters each week;
covering all issues from store service and product queries, to recipes and the
Group’s ethical policies. Individuals have diverse backgrounds and ages span
the entire working spectrum.
Despite the sometimes stressful volume and nature of the work, the Customer
Relations team, led by manager Anita Young, has consistently high levels of
employee engagement, a strong team culture, extremely low absence and
virtually no staff turnover – in fact, team members who have officially retired
from the Group can often be found covering an occasional shift to help their
former colleagues out.
Anita believes that there are a small number of fundamental principles that
can be applied to any call centre environment that will build a highly engaged
team. First and foremost is the belief that you cannot ask employees to deliver
more customer care than they believe their employer shows them in return.
Respect and value for individuals is demonstrated in the team in many ways.
The workstations are not in the ‘call centre’ culture of row upon row of desks
but are carefully grouped to encourage natural social interactions that help
build strong teams. Team members are encouraged to take a break from the
phones if they need one, and wireless headsets allow the freedom to move
around the office.
118
Review of Employee Engagement: Notes for a Discussion, April 2009, unpublished paper prepared by Stephen
Taylor (Director of Taylor HAIG and former Chief Executive of the Leadership Centre for Local Government)
specifically for the MacLeod Review
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Engaging for success: Enhancing performance through employee engagement
A supportive management team is also crucial for highly engaged teams. Team
Managers sit within their teams to provide support and short interactive
briefings are held regularly. In addition, informal team meetings are held
outside of the office environment and all team members are encouraged to
contribute over coffee and a cake. Special occasions and milestones in the
team’s lives are celebrated with gusto. Every Friday, Anita and another member
of the Management team ensure that everyone else can go home a little early,
by covering the phone lines themselves until they close.
The challenge of the job is openly acknowledged and successes are celebrated
in many ways. Case handling statistics adorn the walls and chart the
productivity of the team. The statistics are then brought to life through stories
shared informally by team members who have gone the extra mile to delight
customers.
Anita believes that it is possible for managers to demonstrate consistent,
authentic concern for individuals in a way that also delivers strong productivity
for the business in a fast paced, target driven environment.
Case Study
Hillingdon Council
With public sector sickness rates often above the private sector, Hillingdon
Council put in place an initiative to tackle the problem and help employees be
more productive through ‘Healthy, Happy and Here’ – its approach to well
being. It needed to act; at its worst Hillingdon recorded an average of 15 days
sickness per employee. A thorough review of the benefits package and HR
policies was undertaken to not only bring down rates but also to improve
engagement. So far the changes are showing results – sickness rates have fallen
by almost half and the staff survey shows improving levels of motivation.
34 Many organisations are introducing specific health and well-being programmes, and
reaping the benefits. For example, AstraZeneca introduced a range of health
promotion activities, work-life balance initiatives, ergonomically-designed working
environments, counselling and life management programmes and integrated
occupational health/human resources intervention. Amongst the benefits:
●● UK absence rates for 2004 were 8.5 per cent lower than 2003, resulting in a
reduction of £1.2m in total absence costs; and
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Chapter 4: Enablers of Engagement – What has to happen to make engagement work?
●● global accident and occupational illness rates fell by 61 per cent against a target
of 30 per cent.
119
35 Somerset County Council invested £510,000 in a stress management programme
which led to:
●● Sickness absence levels dropping from 10.75 days per employee per year to
7.2 between 2002 & 2005, amounting to a total saving on sickness absence of
£4.2 million.
●● Improved recruitment and reduced staff turnover in key areas.
120
Managers have a very important role in ensuring that work is designed
efficiently and effectively
36 Research makes clear it is very difficult for employees to remain fully engaged over
the long term if work is poorly designed and essentially very frustrating. This
perhaps requires more effort to ensure that work is well designed, adopting, where
appropriate, Lean methodologies to solve individual issues and/or taking more of a
systems approach which emphasises how all the component parts of the overall
operation fit together.
37 Pfizer also reminded us that field-based employees experience different
employment challenges to those who work together on one site. Mark Mitcheson,
Talent and Organisation Capability Lead at Pfizer said, “the actions that field
managers take to heighten the engagement of their teams add measurable value”.
119
Business in the Community (2009) Business Action on Health: Healthy People = Healthy Profits on-line at:
www.bitc.org.uk/document.rm?id=9097 (accessed 1 July 2009); and BiTC (2007) Organisational case studies
– AstraZeneca [Online] http://www.bitc.org.uk/resources/case_studies/afe_1167_astraz.html (accessed
30 June 2009)
120
Robertson I., Cooper C. Case Study: Somerset County Council – The Business Case for managing pressure and
stress at work [Online] http://www.robertsoncooper.co.uk/Pages/Resources/Case-Studies.aspx (accessed
1 July 2009)
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Engaging for success: Enhancing performance through employee engagement
Case Study
Unipart Group
Unipart Group is an international logistics company, developed out of the
parts operation of British Leyland. It supplies automotive vehicle products,
supply chain services and operational excellence consultancy to a number of
different market sectors. Unipart relies on high levels of engagement for
continuous improvement and innovation which characterise its productive way
of working.
Engagement is at the centre of the Unipart way of working. Unipart has
engaged its workforce through a commitment to employee well-being and
development, a shared culture which defines a set of guiding principles and
behaviours, a good understanding of how each employee fits within the
business, and structures which encourage and reward employee contributions
and voice.
For Unipart, engagement is essential for the continuous improvement and
innovation that make them market leaders. The company uses Lean processes
to ensure continuous improvement, but this technique relies on employees
being engaged in the improvement of the business in order to identify
problems and solve them at a local level. Unipart has developed a range of
methods to empower employees to undertake team working and joint
problem solving, and identify solutions which can improve Unipart products
and processes. Contribution Counts Circles train all employees in problem
solving and daily improvements occur through the ‘3Cs’ in which employees
identify concerns, the causes of the concerns and the countermeasures.
Unipart believe that the engagement of their workforce has led to greater
productivity – CC Circles, for example, which have 100 per cent participation
at some sites, have delivered benefits of approximately £3 million of direct
cash savings year on year. The success of Unipart’s way of working is also
reflected in their diversification into consultancy services. Unipart have advised
organisations such as HMRC and Zurich on engagement and process
improvement.
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Chapter 4: Enablers of Engagement – What has to happen to make engagement work?
Case Study
Aberdeenshire Council
Aberdeenshire Council prioritises the need for continuous improvement
throughout the council. It brings together the key people involved in a process,
be it keeping the streets clean or provision of social services, in a structured
way to identify ways of securing efficiencies, improve customer service, with
the full support of management. A group of employees with the appropriate
skills and experience from around the council and from all levels work together
for a week, away from the day job, to tease out the issues and find a solution,
which they then work to implement.
In a recent Best Value report the Council was praised for its motivated
workforce who demonstrated a clear commitment to the organisational vision
and priorities. Evidence from interviews with employees shows that its ‘Kaizen’
continuous improvement process has also had a very healthy effect on internal
communications and relationship building, which has ongoing organisational
benefits.
This genuine approach to involving the people who understand the processes
best, because they are the ones involved in them, has ensured that tasks are
completed in a more efficient way, saving resources and improving the service
provided to residents. Employees feel more involved and empowered and there
is improved morale and customer service.
Employee Voice
38 The ‘ Sunday Times Top 100 Companies to Work for’ found that feeling listened to was
the most important factor in determining how much respondents valued their
organisation. Being heard reinforces a sense of belonging within an organisation and
a belief that ones actions can have an impact. Richard Baker, Non-executive
Chairman of Virgin Active (and former CEO of Alliance Boots) told us: “Employee
morale is the first step to productivity improvements. Give your people a damn good
listening to, and act on what you learn.”
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Engaging for success: Enhancing performance through employee engagement
Case Study
John Lewis Partnership
On our site visit to John Lewis Partnership we were told: “If all members of staff
feel that they have a voice on issues that matter to them, then they feel more
involved and feel part of the company. If they feel that they are not being listened
to, then they feel distant not just from the company but from their team.”
The company has a multi-layered approach to employee engagement and
voice. The Partnership promotes engagement in a number of ways, by sharing
knowledge, making a huge amount of information available to partners
(employees) and taking time to ensure people understand it; sharing power,
operating a range of councils and committees with which partners can become
involved; and sharing profit through a number of means including an annual
bonus and non-contributory final salary pensions scheme. Partners have
oversight of strategic business issues through the Partnership Council – this
body is able to hold the chairman of the business to account and to question
senior management in a similar way as shareholders would in a plc. Partners
are informed about strategic business decisions through a wide range of
communications, and can influence their working environments through the
open structure, particularly newly revamped branch-level fora; the suggestion
scheme, and through management consultations on key areas and issues such
as performance management.
39 The difference made by employees having a voice and being empowered to
intervene in, and contribute to, organisational strategy and problem solving is
demonstrated by the London Ambulance Service.
Case Study
London Ambulance Service
The London Ambulance Service (LAS) has transformed its service delivery
through engagement and partnership working in the past few years. A service
that was criticised by London’s media as the ‘worst’ ambulance service in
Britain in 1997 was hailed ten years later as the best. The LAS is the largest
ambulance service in the country, serving the metropolitan area within the
boundary of the M25 and employing around 4,400 staff.
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Chapter 4: Enablers of Engagement – What has to happen to make engagement work?
Unions and management recognised in 1999 that the future of service was
being placed in jeopardy by the perceived failures, in particular response times,
and a lack of public confidence as a result of sustained negative media
coverage. Staff morale was at its lowest ebb. It was clear that drastic steps
including breaking up an integrated London service were being considered.
Major investment of £50 million was needed to start to bring the service up to
scratch, but the funds would not be forthcoming unless confidence could be
built within government that the service could be reformed.
Both sides came together to begin discussions on a critical path to recovery.
Senior managers admitted publicly that the service was struggling – an honest
admission that was vital in gaining the trust of staff who were only too aware
of the situation. Both sides accepted that the relationship between the unions
and management was dysfunctional and was itself contributing to difficulties
at service and station level, with constant threats of industrial action, petty
disputes erupting regularly and large numbers of grievances. Above all, they
recognised that the poor relationship made it difficult to get issues of
importance to staff discussed and resolved. Engagement was at a low ebb.
A new approach was developed, based on a partnership framework, setting out
new ways of working, based on the principles of building trust and mutual
respect, honesty and transparency, a positive approach and willingness to learn
together and from each other, and early discussion of emerging issues. Staff
engagement and involvement was at the heart of the new approach; for the
first time staff were involved from the beginning in major decisions such as the
procurement of new ambulances.
The involvement of staff, often through their union representatives has been
institutionalised across the Service. Regular consultation involves union reps in
decision making. Senior managers and union reps make annual visits across the
service to engage directly with staff at station level. The LAS partnership forum
meets every six weeks. Service wide partnership conferences involving reps and
managers are also held annually, with presentations on strategic issues. At the
same time regular informal meetings are also held to ensure partnership
operates on a day-to-day level.
The results of the efforts to engage staff in the improvement of the service are
clear. LAS is the only ambulance service to receive a Good/Good rating from
the Health Care Commission for its services and its use of resources two years
in a row, and has the highest clinical performance indicator compliance results
in England. The service won the NHS Innovator of the Year Award for London in
2008 and achieved the best emergency preparedness independent audit results
in England.
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Engaging for success: Enhancing performance through employee engagement
Impressive service achievements also include the doubling of cardiac arrest
survival to discharge, and the LAS is the only ambulance service to undertake
region-wide direct admission for percutaneous coronary intervention 24/7.
Fifty-six thousand fewer patients have been admitted to A&E over the last two
years. There has also been a 30 per cent reduction in complaints.
Case Study
United Welsh
United Welsh is a medium-sized housing association based in South Wales,
which employs 130 people, has over 4,000 homes in management and a total
annual turnover of £50 million. It has an excellent reputation for employee
relations and was recognised as the fourth Best Workplace in the UK and the
Top Not-for-Profit Workplace in the European Union in 2005 (Great Places to
Work Institute in conjunction with the Financial Times).
In 2001, the organisation recognised it needed to respond more quickly to change,
specifically to move away from a command and control working culture to a
learning and empowered culture.Working in partnership with its recognised trade
union, Unison, UnitedWelsh introduced its People Engagement Model which has a
people strategy and partnership working at its core. Staff at UnitedWelsh have the
opportunity to be involved in the decision-making process, whilst recognising
management’s responsibility to manage. In practice the majority of people are
happy to be informed or consulted on issues that affect them, but the fact that they
have the ability to influence decisions before they are made ensures that there is a
real ‘buy-in’ and commitment to decisions made. Staff have been involved in
decision-making on a wide range of issues including opening a regional office,
departmental restructures and reviews of terms and conditions of employment.
United Welsh would argue strongly that their approach to employee
engagement through the pillars of a people strategy and partnership at work is
at the heart of improvements in business performance. Tony Whittaker, Chief
Executive, says: “In our experience, running the company in this
way really motivates people. This in turn leads to improved services and satisfied
customers, as well as increased profitability.” And this is borne out in their
results:
●● Rent unpaid as a percentage of rent roll decreased from 4.4 per cent in 2001
to 1.5 per cent in 2007
●● Rent loss (due to empty properties) as a percentage of rent roll decreased
from 2.6 per cent in 2001 to 0.45 per cent in 2007
●● sickness absence decreased from an average of 5 days in 2001 to 2 days in
2006 and employee turnover has also gone down
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Chapter 4: Enablers of Engagement – What has to happen to make engagement work?
Case Study
Microsoft
Microsoft understands the changing nature of the work place and the move
towards the new world of work, and therefore use a variety of different
communication tools including: e-mail newsletters, internal web sites, blogs,
webcasts, live meetings, site wide e-mail, physical notice boards, and audio
visual presentations throughout their buildings. There is a strong emphasis on
regular communication recognising that this cannot always be face-to-face
with monthly team meetings and everyone has a monthly one-to-one meeting
with their manager. As a leader in innovation and software development they
use the latest technology, such as RoundTable conferencing technology and
equipping everyone with a laptop, headset and the relevant software, to enable
people to connect easily and effectively wherever they are and save costs as
well as having a significant environmental impact.
Each year Microsoft hosts a company meeting to kick off the year with a look
at their most recent accomplishments and the opportunities and challenges
ahead. To make viewing of this meeting as convenient as possible for all
employees across the globe, the full length Company Meeting is also available
via on-demand web cast. Other executives at Microsoft offer regular talks and
updates such as Chris Liddell, Chief Financial Officer, who gives a quarterly
‘street talk’ on financial performance. Kevin Turner, Chief Operating Officer,
gives a quarterly ‘wireside chat’ on the current performance of the business
and the priorities and focus for the next quarter. These are recorded and can be
viewed directly over the network via streaming or downloaded to laptops or
mobile devices.
The research into Microsoft’s corporate culture is an ongoing process. MSPoll,
the annual employee attitude survey, is a critical checkpoint to validate how
the culture is evolving. The actions that stem from the analysis of the survey
results are focused to further shape Microsoft’s culture. Microsoft has been
conducting employee surveys since 1994. Participation in the MS Poll survey is
voluntary and all employees are encouraged to respond honestly as a means to
offer opinions and affect change. Microsoft has recently undertaken analysis
that shows that a correlation does exists between higher customer satisfaction
scores and higher employee engagement scores across its businesses.
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Engaging for success: Enhancing performance through employee engagement
Case Study
Marks and Spencer
Marks and Spencer is, like most retailers, feeling the effects of the current
difficult economic climate. Cost base reduction and resource maximisation are
key issues facing the company at present and it is working with its employees
to help find solutions.
Marks and Spencer has long involved and consulted with staff to good effect
through its network of elected employee representatives. Their Business
Involvement Group (BIG) gives employees the opportunity to voice their
opinions and ideas and to have their views represented when the Company
considers changes that impact on them.
The Marks and Spencer BIG network took a proactive approach to supporting
the company in addressing cost improvement by canvassing employee ideas
on ways to improve the filling of stock in their food departments. They
highlighted the best ideas to senior stakeholders at Marks and Spencer via
their National BIG team and a set of guidelines for ‘Food Fill’ were produced
incorporating many of the ideas suggested by employees. As a result of the
improvements made to ‘Food fill’ processes, over £4million has been saved.
Tanith Dodge, HR Director at Marks and Spencer says, “We are very proud at
Marks and Spencer of our Business Involvement Group (BIG) and the way they
represent our employees’ opinions and ideas. We believe it is vital to the success
of our business to engage our employees and listen to their views, and by doing
this we ensure that our employees feel motivated and are aware that they can
influence the business to change things for the better.”
40 Work by Kingston Business School and Ipsos Mori for the CIPD based on a
nationwide survey of employee attitudes and engagement from 2,000 employees
across the country in July 2006 found a key driver of engagement to be the ability
of employees to feed their views upwards, feeling well informed about what was
happening in the organisation, and thinking that one’s manager was committed to
the organisation.
121
Acting on feedback is critical as discussed in Hockey and Ley’s
recent work on leadership and engagement.
122
They quote Sue Davies, Head of
Human Resources at Bourne Leisure Limited, who says “ If somebody says there is a
particular area that we are not good at we do something about it as quickly as
possible. We don’t just do the surveys and ignore them. Each survey is done by brand,
site and department so we can feed back on specific areas.”
123
121
Truss C., Soane E., Edwards C., Croll ., and Burnett J. (2006) Working Life: Employee attitudes and engagement
published by the Chartered Institute for Personnel Management
122
Hockey, J, & Ley, I. (2009). Leading for Engagement: How Senior Leaders Engage Their People. Sunningdale:
National School of Government
123
Ibid.
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Chapter 4: Enablers of Engagement – What has to happen to make engagement work?
41 Nevertheless, communication and transparency are two areas that require a greater
focus from business leaders. According to Towers Perrin, only 31 per cent of
employees feel that their senior managers communicate openly and honestly.
Moreover only 41 per cent agree that their senior managers try to be visible and
accessible.
124
The role of workplace representatives
42 During the course of our review, we received evidence from employers and trade
unions of the value of engaging with a collective voice in the workplace, as an
integral part of engagement approaches. Many companies with trade union or
collective representation pointed to the importance of aligning their industrial
relations with engagement strategies. As one said: “You don’t want to find yourself in
the position where the union tells staff not to fill in the survey.”
43 In the past, trade unions have expressed wariness about employee engagement,
regarding it as a potential alternative to the traditional model where employers
communicated with their workforce through the union machinery. They have also
expressed concern about the term ‘discretionary effort.’ As a report for the Wales
Public Service Workforce Forum put it, trade unionists felt, “the inferences were too
close to a case for effort over and above the agreed, contracted job, and so
tantamount to unpaid overtime.”
125
44 The TUC in a note to the review emphasised that properly done, engagement could
be of significant benefit to employees, and pointed to their emerging work with
Tesco and O2 as showing the importance of, “getting real employee engagement,
both for the benefits of providing ‘good work’ for employees but also in terms of
achieving better productivity through best working practice.” Organisations benefited
too: “If relationships of trust can be built around areas of common agreement, such as
health and safety, skills, performance and quality of work, these relationships can be
useful in more difficult situations, most obviously at times of downsizing, when
workforce insecurity is high.”
45 But independent voice was crucial: “If employees were to engage constructively and
put in discretionary effort they would need to be given the opportunity to put their
views to employers and be assured that their views would be at least heard, if not
acted upon. Although individual engagement between managers and employees was
important, to build the necessary trust between employees and employers, employees
should be allowed and encouraged to express their views through independent
collective representation.”
46 Employers and unions said that an independent voice could be important for the
individual employee too. Union learning reps for example acted as important
124
Towers Perrin Global Workforce Study (2007-2008)
125
A Report to the Wales Public Service Workforce Forum: May 2009.
www.wlga.gov.uk/download.php?id=2757&l=1 (last accessed 1 July 2009)
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Engaging for success: Enhancing performance through employee engagement
intermediaries; employees were often fearful of admitting to their manager that
they could not read a spreadsheet for example, but would talk to their union rep
about it. The development of a substantial workplace learning strategy centred on
union learning reps has been at the heart of Mersey Travel’s engagement strategy
with unions and employees. “Engagement over learning has impacted positively on
industrial relations generally; it has helped to break down barriers and build trust, and
well as focusing efforts on one of our strategic priorities – improving staff training and
development,” said Personnel Manager, Peter Hughes.
47 According to UNITE, the presence of a trade union voice in the workplace can help
boost important aspects of engagement. In a 2006 survey, individual members in
workplaces with a trade union voice responded more positively to questions around
control of the working environment, whether or not their jobs were interesting and
whether they were treated with dignity and fairness at work, than those where no
voice was present.
126
48 There are synergies between engagement approaches and partnership working
between unions and employers, where trust, co-operation and information sharing
are key; many organisations with partnership agreements emphasised to us that it
complemented and enhanced their engagement strategies.
49 The NHS, for example, is putting considerable effort into encouraging the
development of partnership relationships between unions and managers at local
Trust level, at the same time as supporting the roll-out of employee engagement as
a key strategy in delivering improvements in patient care.
50 There are also well known examples of partnership working as an integral part of
employee engagement in the private sector; Tesco has a long standing partnership
agreement with USDAW, which other unions and employers have used as an
exemplar.
126
UNITE membership survey, 2006
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Chapter 4: Enablers of Engagement – What has to happen to make engagement work?
Case Study
BAE Systems
BAE Systems is an international company engaged in the development,
delivery and support of advanced defence and aerospace systems. The
company is at the forefront of innovation, working to develop the next
generation of intelligent defence and security systems: in the air, on land, at
sea and in space. The company designs, manufactures and supports military
aircraft, surface ships, submarines, combat vehicles, radar, avionics,
communications, electronics and guided weapons systems.
The company believes the success of the business depends on the skills,
innovation and contribution of all its employees. To get the best from its
employees BAE Systems aims to treat them with respect, create a supportive
work environment and provide opportunities for training and development.
In the UK, BAE Systems employs approximately 32,000 employees in its
wholly-owned businesses. Trade union membership is approximately 55 per
cent across the UK BAE Systems businesses and collective bargaining covers
approximately 70 per cent of the UK workforce.
BAE HR director (employee relations) Dave Ryan said: “BAE Systems’ industrial
relations history in the early 1990’s was typical of many British engineering firms,
with a long history of industrial action and a relationship between management
and unions that was aggressive, adversarial and characterised by a complete lack
of trust. This traditional approach has been replaced by a process of solving issues
together through joint working parties based on partnership, not conflict. The
aim of the whole process is to solve problems, not to create disputes. At first it
was hard for managers and trade union representatives to change culturally
embedded behaviours, because change of this nature is uncomfortable, and in
some cases it was more comfortable to adopt a traditional ‘us and them’
approach. However, both parties have shifted towards a collegiate attitude to
such matters.
“BAE Systems management recognises and respects the importance of the role of
the trade unions to represent their members and equally the trade unions
acknowledge the responsibility of management to manage the business. It is
accepted that, in the best interests of both the business and its employees, a
close working relationship based on meaningful consultation and mutual trust is
fostered and continuously developed between the trade unions and
management. This approach has led to a real openness between management
and the unions to new ideas and influences that are at the heart of the
company’s very creativity.
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“There is a strong emphasis on skills development and training to enable our
employees to fulfil their potential. This is self enlightenment at work, as a more
skilled workforce is able to adapt more rapidly to organisational and
technological change. These processes give our employees a voice in the process
of change and restructuring and in the design of jobs and organisation of work.”
The company has a range of consultation processes in place to deliver its
industrial relations strategy. Management and trade unions meet on a regular
basis through a structured meeting schedule. Twice a year the CEO, Ian King,
briefs senior union representatives from across the business on the current
business position and the challenges ahead. At the meeting there is an
opportunity to ask the CEO questions about all aspects of the business. Trade
unions are consulted on a wide range of issues including business strategy,
pensions, training, employment policy, general organisation of the company
and restructuring. The focus of consultation is through the BAE Systems UK
Corporate Consultative Committee (CCC) meetings which are held quarterly
and attended by union representatives and senior managers. Typically topics
discussed at these meetings include business strategy, pensions, job loss
mitigation, diversity, health, safety and environment, lobbying and government
relations, apprentice training and education partnerships.
Among the agreements secured by partnership and consultation have been
changes to company pensions arrangements, a best practice guide on
protecting jobs and handling rationalisation and a ‘New Start’ skills training
initiative.
According to Dave Ryan: “A modern industrial and employment policy,
developed through partnership with the trade unions can help BAE Systems, its
employees and the unions cope successfully with the challenges of a global
defence market and sustain capabilities and high levels of technical skills in the
UK. The continuation of the BAE Systems management and trade union
partnership model will be a fundamental element in this process going forward.”
51 In recent years, the potential use of collective machinery in the workplace has
increased. Employees have statutory rights to be informed and consulted over a
wide range of issues, including major strategic business decisions; health and safety
at work; workforce planning and medium term threats to employment; collective
redundancies; the transfer of the business from one owner to another; major
changes in work organisation or contracts of employment; aspects of working time
policy; and changes to occupational pension schemes. Regulations providing for
information and consultation (I&C) now apply to all workplaces with at least 50
employees.
127
127
BERR, The Information and Consultation of Employees Regulations 2004
www.berr.gov.uk/employment/employment.../ice/index.html – (last accessed 1 July 2009)
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52 The take-up of some of these collective rights has been patchy, and some
commentators have questioned their effectiveness. Nevertheless, some employers
have extended the remit of information and consultation forums or works councils
to encompass detailed discussions on the way work is carried out, including job
design, production methods and so on. Keith Thomson of Ultra Electronics described
how, in the UK, the company uses I&C forums as an important strand in learning
and action planning, alongside team and all-hands briefings.
53 Despite the long-term falls in union density and in coverage of collective bargaining,
there is evidence of a continued appetite among British employees for a collective
voice at work. Research by Professor John Purcell indicates that there are a
substantial number of non-union reps in the UK perhaps equalling the number of
union representatives.
128
They can be found in unionised as well as non-unionised
workplaces. They can aspire to play a strategic role in the success of their employer:
Vivo, the staff forum in Standard Life, has set the strategic goal of their partnership
with the company as becoming the catalyst for increasing employee engagement.
54 In its evidence to the review, the IPA suggested although there were examples of
good practice: “Management and employee representatives have not yet fully
developed a role for collective representation in improving workplace effectiveness.”
In particular, many of these collective arrangements constituted an underutilised
resource; companies were investing significant sums in works councils or
information and consultation machinery, but there was evidence that the lack of a
focus on strategic issues around performance and productivity was leading to
agendas being dominated by ‘tea and toilets’ issues. In other cases, discussions were
confined to facilitating changes in HR policies.
55 Nevertheless, best practice examples demonstrate the potential role of collective
arrangements in engagement. The TUC and CBI suggested in 2001: “Optimal results
are achieved where there is a mix of direct employee involvement and indirect
participation through a trade union or works council.”
129
128
Presentation to the UK Work Organisation Network (UKWON) ‘Future of Employment Relations’ seminar
2008
129
CBI-TUC, 2001. Submission to the Productivity Initiative, HMT (quoted in Edwards P.(2007) ‘Justice in
the Workplace: Why it is important and why a new public policy initiative is needed’ Paper for the Work
Foundation,)
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Integrity – behaviour consistent with values
56 Most organisations have espoused values and all have behavioural norms. Where
there is a gap between the two, the size of the gap is reflected in the degree of
distrust within the organisation; if the gap is closed, high levels of trust usually
result. If an employee sees the stated values of an organisation being lived by the
leadership and colleagues, a sense of trust in the organisation is more likely to be
developed, and this constitutes a powerful enabler of engagement.
57 Examples of the sorts of gaps between espoused values and what actually happens
in practice might include a company claiming to be passionate about the
environment, whilst failing to provide staff with recycling bins; or having a sign
outside the office that reads ‘employees are our most important asset’, whilst
tolerating a culture of bullying; or failing to provide the basics that keep working
conditions tolerable (such as air cooling, heating, replacing broken office furniture).
58 first direct has a reputation for being a bank with a strong focus on customer
service. The case study below shows how, by ensuring that its behaviour towards its
employees aligns with its public values, first direct has been able to maintain and
even increase employee engagement even during tough times.
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Case Study
first direct
first direct has had an enviable reputation for customer service for 20 years.
This has been based heavily on the foundation of a strong value based culture
and an ‘expect respect’ philosophy.
The credit crunch of the past two years has provided a particularly challenging
environment for the bank and its 3,500 staff, but despite this the first direct
philosophy of ‘people matter more’ has never been more important or
effective. first direct has put additional effort into ensuring employee
engagement is maintained, and improved, in spite of the particular challenges
facing the banking sector at the moment.
In January 2009, ‘Direction’ sessions were held so that all 3,500 staff had the
chance to hear from and challenge the CEO and all of the top team on where
the company was headed and the significant challenges that lay ahead. Even
though some of these messages were difficult and challenging, these events
recorded high levels (90 per cent plus) of understanding and commitment to
the direction and path that the company was taking. Chris Pilling, Head of
Direct Banking at HSBC (first direct’s parent company), is clear that sharing the
organisation’s vision is key to business success: “It is vital that you are open and
honest with staff about the organisation and how it fits into the bigger market
picture. If you want your people to work with you and really buy in to what you
are trying to achieve, you need to treat them like adults – give them the
information and trust them to help you develop and implement the solutions.”
The Direction sessions were supported by a series of activities for colleagues
and customers to actively engage with what was needed. These included the
introduction of a programme to support the NSPCC Childline. A re-launched
‘thank you’ internet site for ‘peer to peer’ celebration of success which averages
more than 1000 ‘thank you’s per month and has increased 100 per cent in the
last two quarters. The Chief Financial Officer launched a ‘tell Colin’ programme
to solicit hundreds of cost saving ideas to help first direct through the
downturn, which have generated tens of thousands of pounds worth of
delivered savings in only a few weeks.
The overall effect has been a significant reduction in sickness levels, as well as
community day involvement up by 50 per cent, an underlying sales
performance well ahead of plan in the toughest of sales markets, and critically
a customer recommendation level that is at an 18 month high.
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Case Study
School Trends
School Trends is a medium-sized company supplying uniforms directly to
schools. It is employee owned and has approximately 130 members of staff.
The company has developed a unique culture which establishes the rights and
responsibilities of the workforce, and informs behaviours and decisions
throughout the organisation.
School Trends’ ‘community culture’ was developed by the founders of the
company who wanted to create a better place to work. The emphasis on rights
and responsibilities ties values to behaviours, and provides a reference point for
all employees to hold one another to account. The culture is founded on six
pillars: information and involvement; fair reward; shared prosperity;
employment protection; application of organisational values; development
opportunities.
School Trends have firmly embedded the culture within the organisation.
Employees are made aware of the culture during recruitment, their rights and
responsibilities are written into the employment contract, and there are
community classes to inform employees about the culture’s origins and
development. There is an emphasis on all employees taking ownership of the
values, but those in management roles are particularly responsible for
upholding the culture or ‘walking the talk’.
A strong organisational culture builds trust by ensuring consistency of
attitudes, behaviours, treatment and support. Employees more readily engage,
and give more to their work, in an environment where they are sure that the
values espoused by the organisation’s leaders are genuine, and that there is
buy-in throughout.
For School Trends, engagement is vital in order to maintain its position as
market leader in an increasingly competitive field. Engaging the workforce is
seen as an important tool in achieving the customer service and improved
efficiency that lead to greater profitability.
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Case Study
Eden Project
The Eden Project is a botanical garden and a centre for education and
biodiversity awareness in Cornwall. It is an educational charity and social
enterprise, employing around 500 staff. Since fully opening in 2001, the Project
has developed a clear ‘personality’ and a set of values which make it unique.
Maintaining this culture, and therefore the identity of the Eden Project, is
dependent on the engagement of the employees, and their ability to exemplify
and communicate the values of the organisation.
Tim Smit, the chief executive, has created a set of management practices
called ‘Monkey Business’ in order to help engage employees more fully in the
Project’s culture. The first tenet of Monkey Business is that each employee
should say hello to 20 of their colleagues before they start work in the
morning as a means of getting to know one another better, and supporting a
team spirit.
The second is that each employee should read two books a year that they
would not normally read, and review them for colleagues. This encourages
freshness in employees’ thinking and openness to new ideas, one of the Eden
Project’s key values.
The final rule is called working by ‘wine light’. When a team is struggling to
solve a particular problem, managers suggest they go out to dinner together,
and discuss the problem there. The Eden Project wants employees to bring all
of their talents and experiences to work to benefit the organisation, but
recognises that sometimes people only use a limited amount of their abilities
at work. Encouraging teams to spend time together outside working hours not
only helps them to bring more of themselves to work, it also builds closer
relationships within teams.
The practices developed at the Eden Project make it a fresh and creative place
to work; matching the organisation’s values with the employee’s experience of
work. Engaging employees in the culture of the organisation helps to
strengthen the identity of the Eden Project, which is then communicated to
the one million plus visitors who come to the Project each year. Since 2001,
the Eden Project has welcomed 11 million visitors and the ‘Eden effect’ has
contributed £900m to the regional economy.
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Case Study
Department for Communities and Local Government
(CLG)
The Department for Communities and Local Government is making significant
progress in staff engagement, initially through engaging over 50 per cent of
staff directly in the creation of a statement of departmental values and
behaviours. These have given the department a stronger basis for employee
engagement work, by establishing core values around the propositions that we
should ‘Give People a Voice’ and ‘A Chance to Shine’. To help embed these
values and drive them forward, each leadership team developed an action plan
to set out the steps they would take to ensure staff were living the values
within their areas
Staff survey scores however indicated a particular issue on the visibility of
senior managers and of their collective discussions and decision taking.
In response, an innovative programme of activity was put in place including
‘Meet the Board’ world café style events; a Board Question time; web-chats
and signed articles and features to show the human face of Board members.
These activities were well received by both Senior Managers and Staff, and the
Department continues to build on the programme offering, based on views and
suggestions from all staff.
In March of this year a further employee engagement survey demonstrated a
significant improvement in attitudes towards senior management. Seventy-
nine per cent agreed that ‘people in my team are encouraged to come up with
innovative solutions to work related problems’ and 53 per cent of participants
agreed that ‘Senior Managers are sufficiently visible in this organisation’ which
is higher than the central government benchmark.
Enabling Employee Engagement in Small and Medium-
sized Enterprises
59 Given the importance of the SME sector to the economy, supporting the sector in
developing engagement approaches is vital. 1.2 million SMEs (organisations with
fewer than 250 employees) employ 30.55 per cent of the total workforce in the UK,
delivering 44 per cent of the total turnover of UK private sector companies. The
majority of employees in SMEs are owner-managed (61 per cent compared to 9 per
cent in larger firms).
60 There is a lack of research data to help evaluate the importance of employee
engagement within SMEs. The 2004 WERS contains useful data regarding employee
involvement and voice, as well as the role of managers in SMEs; for example it
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Chapter 4: Enablers of Engagement – What has to happen to make engagement work?
suggested that job-related well-being is higher in small workplaces and small
organisations than in larger ones. Anecdotal and qualitative evidence does however
provide a strong case for employee engagement in smaller firms.
Case Study
Westlakes Engineering
After achieving his initial business objective, set in 2004, of growing Westlakes
Engineering, an independent Civil, Structural and Architectural Design
Consultancy, to two offices and 20 employees, Andy Hooper found himself
faced with a glass ceiling, experiencing stagnated profits and unsure how to
bring the business to the next level. With the aim of finding a way to step back
and think about where to take the business, he joined the LEAD programme at
Lancaster University in October 2008. Activities within the course served as a
catalyst for Andy’s realisation that his leadership style and role within the
business needed changing, and helped him to view the business from a more
strategic perspective.
As a result of this, Andy identified ways to restructure the business to better
capitalise on the existing market and along, with other key managers, adopted
an increasingly strategic role in the business, encouraging other employees to
step-up into more responsible positions. In consulting everybody in the
company for ideas when restructuring, Andy was able to implement changes
with the full support of his employees, resulting in no staff turnover and
employees who feel more engaged with the business.
He also believes that the more strategic role he now plays and the higher
levels of engagement in his staff have been significant factors in enabling the
business to open a third office in Manchester, and placed him in a strong
position to weather the current recession, with 66 per cent predicted turnover
growth over the next couple of years.
Case Study
Buy-the-House
When opening a second showroom for her Accrington based estate agency,
Buy-the-House, Lesley Swinn chose to recruit the 11 new employees required
from outside the market, to avoid the potential conflict associated with taking
employees from local competitors. However, used to dealing with just three
employees, Lesley found herself under constant pressure to carry out individual
on-the-job coaching, with little time left to lead the business.
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To address this, Lesley took the costly risk of closing her business for one hour per
week to carry out group training. Based on masterclasses Lesley attended as part
of her participation in the LEAD programme at Lancaster University, each week a
specific topic was covered, with focus ranging from soft skills and industry
requirements such as Data Protection to addressing the bigger picture.At the same
time, Lesley realised that her business culture didn’t match the formal appraisal
methods in place, and so changed her approach to appraisals, renaming them
“good chats with good people” and using them as an empowering opportunity for
employees to contribute ideas and question the business owners.
Internally, Lesley has seen this approach generate bonding and a culture of
interdependency, as employees began to coach each other, creating a stronger
and more-informed team and allowing natural leaders to emerge as candidates
for promotion. From this Lesley has created a more tiered approach to the
organisational structure, allowing her to delegate most operational activities
and adopt a more leadership focused role. In turn employees have begun to
take more responsibility for the business. The improvements to Buy-the-House
have also had external impact, allowing them to become the only company
ever to score 100 per cent for customer service by the independent company
commissioned to help measure the success of the changes.
The challenges
61 For some SMEs conducting a staff survey can be perceived as an unnecessary cost.
Owner/managers, who have often built their business from scratch, may find it
difficult to involve staff in decision-making; they may be reluctant to ‘step back’
from the business and focus more on the strategy. As Ellie Hamilton, from Lancaster
University Management School, commented: “For many managers of SMEs, handing
responsibility to employees is a significant barrier to be overcome as the business
grows; learning to delegate effectively can be challenging”.
62 Nevertheless, as John Wright of the FSB pointed out: “In a SME everyone must be
prepared to make the tea or clean the office – and this includes the owner-manager.
SMEs rely on people working together and mucking in for the common good –
something that is often lost in larger firms where roles and responsibilities are more
clearly defined, and there is often a greater sense of hierarchy.”
63 Not making assumptions about high engagement levels – and managing
enthusiasm productively – is also an important issue for third sector organisations.
Oxfam’s Head of Resourcing and Talent David Benson describes his organisation’s
journey from an ad hoc approach before 2005 to an engagement approach based
on empowerment, inclusivity and accountability. “In most voluntary sector
organisations staff are highly motivated, believe in the work, and want to make a
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difference. You have to ensure staff have a voice, that conflicting views are heard.
At the same time effective line management is crucial to balance and direct the
enthusiasm and to ensure that decisions are made. That trade off between
professionalism and passion can sometimes be challenging.”
64 Some of the SMEs we spoke to were wary of employee engagement as
‘management speak’. However whether individual SME leaders articulate it in that
way or as ‘effective management’, it is often key to their business success. As Martin
Hellawell, Managing Driector of Softcat Ltd says: “We don’t talk about employee
engagement here at all but if it’s involving the staff and the business and
communications then that’s what we’re all about and we do it all the time. We haven’t
got a programme to engage people, we’re just a very engaging company. Most of it
comes from very regular and very open communications at all levels in the
organisation and we do lots of it.”
130
65 The key challenge for many SMEs is keeping up the ‘direct’ engagement when the
business grows. Most SME managers seem to agree that the first time ‘employee
engagement’ features is when their business reaches around 20 employees, or, as
Christina Domecq of Spinvox described it to us: “When there are too many people to
take to the pub at once”. It is at this stage when the owner/manager may begin to
lose sight of the individual employee and their role, at the same time as feeling
anxious about relinquishing control of a business they have nurtured into existence.
The engagement challenge can reappear again when the organisation reaches
around 50 employees, by which time middle management will usually have been
put in place, as well as someone responsible for HR. It is throughout this period of
growth when SME owner managers are most in need of advice and support.
66 As small business owners on the Lancaster University LEAD programme told us,
although many owner/managers of SMEs may be technical experts or have in-depth
sector specific knowledge, they often have little or no business or management
experience. It can be difficult to move away from engagement based on personal
relationships to an approach that is more closely linked to the strategy of the
business. It is also often a challenge to introduce middle management into an
organisation whilst still retaining the ‘message’ and values of the enterprise, as well
as ensuring that the original owner / manager is still regarded as the leading figure
in the enterprise.
67 Investing in management skills can also be seen as wasteful in the context of staff
turnover or a lack of internal promotion opportunities. Small business managers
may fear that trained staff may leave for better opportunities elsewhere, negating
the investment in training and development.
68 On the whole, SMEs place less emphasis on formal training than larger
organisations; they may not know what training is available, or may struggle to find
130
Hockey, J, & Ley, I. (2009). Leading for Engagement: How Senior Leaders Engage Their People. Sunningdale:
National School of Government.
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appropriate training that does not take their employees out of the workplace for
long periods of time. In 2007/8, 28 per cent of SME employers provided leadership/
management training for their management team; only 11 per cent of all SME
employers provided training for all of their management team.
131
As John Wright
comments: “There is a lack of leadership and management training focussed at SMEs
which is ‘bite sized’, accredited and affordable.” In his view training for SMEs needed
to be focused on everyday practicalities, not ‘management jargon’ that failed to
reflect the reality of a small business and that demonstrated in a practical way how
engagement could contribute to improving the business It is important that the
help available to SMEs includes support in the areas of soft skills development.
69 Small businesses we spoke to emphasised that opportunities for networking with
people in similar positions experiencing similar challenges was vital, and those able
to participate in networking and training such as in the LEAD programme at
Lancaster University have found the experience to be extremely beneficial.
Enablers of engagement in SMEs
70 Owner/managers of SMEs we spoke to highlighted their determination to ensure that
employees were provided with the right conditions to make a full contribution to the
business.
71 SMEs often evidenced some of the most innovative approaches to enabling
engagement. As Sir Eric Peacock remarked: “Innovation is of course key to the SME
sector, whose major concern (aside from the state of the economy) is competition.
SMEs are constantly striving to improve and to create new products and services to
beat the competition.”
72 As Simon Galbraith at Red Gate Software commented: “For Red Gate it’s about
getting the best out of people, making them grow and creating a working environment
which is flexible and encourages creative working.” Red Gate, and other businesses in
the technology sector, have to meet the constant challenge of innovation and
competition by recruiting the best employees and providing the environment where
they can produce their best work for the company.
73 The visibility of the leader is often even more crucial than in larger organisations.
As Matt Kingdon of the innovation company, ?What If!, pointed out: “The leader
delivers the script ‘why bother?’ to employees and it is critical for the leader to
communicate through deeds, not just by sitting in an ivory tower sending e-mails.”
74 Despite the strong belief among SME managers that the leader was best placed to
make decisions, small firm managers were likely to at least discuss the implication
of changes with employees, with three quarters of small-firm managers (fewer than
50 employees) agreeing that: “We do not introduce any changes here without first
131
BERR Annual Small Business Survey 2007/8 .24 and at www.berr.gov.uk/files/file50124.doc
(accessed 1 July 2009)
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discussing the implications with employees.”
132
This is reflected in 47 per cent of SME
employees feeling satisfied with their involvement in decision making in the
workplace compared to 37 per cent in large firms
133
.
75 Creating a community within the business is also important in smaller business, as
Jacinta Phelan (from Harvey Nichols Restaurants) remarked: “People love working here
because of the people they work with and the atmosphere. Engagement is about
creating a community and getting staff to become part of the customer experience.”
Employee Ownership
Employee owned companies who spoke to the review emphasised that
ownership – in its many forms – was a profound and distinctive enabler of high
engagement. We include case studies from John Lewis Partnership, Unipart and
School Trends in this review; further case studies of the approach towards
engagement taken by other employee-owned organisations can be found in
the Guide to Making Employee Ownership Work, published by the Employee
Ownership Association.
The Employee Ownership Association pointed to their study Good Business
– the employee ownership experience, which surveyed 96 companies’ own
views of the experience of employee ownership. Ninety-one per cent said
greater employee commitment was ‘the biggest win of being employee
owned’; 81 per cent said staff take on more responsibility; 72 per cent said
staff worked harder; 66 per cent believed staff were more innovative; and 61
per cent said they were more productive.
Research done by HMRC into Share Incentive Plans (SIP) and Save as You Earn
(SAYE) plans (all-employee share schemes) similarly indicated a positive
relationship between employee views and ownership. Eighty-one per cent of the
984 organisations in the study said that increasing employee commitment was a
major reason for setting up SAYE schemes; 87 per cent said there had been a
positive impact on relations between the organisation and its employees.
(The equivalent figures for SIP schemes are 79 per cent and 82 per cent).
Forty-five per cent of the SIP participants and 48 per cent of the SAYE
participants in a survey undertaken for the research said the provision of the
scheme encouraged them to stay with the organisation, and eight in ten SIP and
SAYE participants strongly agreed or agreed that they felt loyal to their
organisation compared to seven in ten non-participants. (Evaluation of Tax-
advantaged all employee share schemes, HMRC research report September 2008)
132
Kelsey, Alpin, Forth et al (2006) Inside the Workplace: Findings from the 2004 Workplace Employment Relations
Survey(page 27) also at ttp://www.berr.gov.uk/whatwedo/employment/research-evaluation/wers-2004
.Accessed 1 July 2009
133
Ibid p. 29
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Engaging for success: Enhancing performance through employee engagement
The Challenge for HR
The evidence indicates that for it to be successful, leaders have to champion
and line managers have to lead engagement. But the HR profession and HR
practitioners have a vital role to play. As Jackie Orme, the Chief Executive of
CIPD emphasised to us, a key challenge for the profession was to ensure that
employee engagement ‘gets put on the table’ in companies and organisations.
“HR can’t manufacture engagement, but we have a key role in helping companies
develop the kind of organisational culture where engagement can thrive, and
ensuring that managers have the skills to make engagement a reality.” According
to CIPD’s recent discussion paper An HR Director’s Guide to Employee
Engagement (June 2009) HR professionals needed both to recognise the
importance of engagement and ensure access to a wide range of tools and
techniques to facilitate line management effectiveness at engagement.
At the same time, engagement underlines the importance of HR engaging with
business strategy and goals, as well as ensuring that wider HR policies and
practices which impact on engagement, such as training and development, are
in place. According to the Economist Intelligence Unit, there is a danger that
HR can get separated from people issues such as engagement. “When business
executives talk about HR, they focus on things like reward and benefits,
performance evaluations, and HR operating efficiency. But when these same
executives talk about people issues, they focus on strategic challenges such as
talent management, workforce productivity and leadership development.”
134
Many respondents to this review pointed to the strategic opportunity that
employee engagement represented for HR to re-establish the profession at the
heart of business and organisational success, rather than being viewed as a
cost centre or administrative function.
Corporate Social Responsibility (CSR)
76 Many organisations told us of the important role community and corporate social
responsibility programmes played in developing and maintaining engagement.
77 A study by IPSOS Mori in November 2006
135
suggested that “aligning corporate
values with employee ethics had a significant impact on employee engagement”.
Fifty-five per cent of employees thought it very important that their own employer
was responsible to society and the environment, with a further 31 per cent thinking
it very important. Only 12 per cent thought it not very or not at all important.
It went on to suggest that companies with strong CSR policies found it easier to
recruit good employees. Almost half of all job seekers say they are more likely to
134
Deloitte Touche Tohmatsu and the Economist Intelligence Unit (EIU) (2007) Aligned at the Top.
135
Ipsos Mori (2006) Engaging employees through corporate responsibility
114
Chapter 4: Enablers of Engagement – What has to happen to make engagement work?
join or stay with a company that addresses social issues (Manpower 2005).
Evidence from the US demonstrated that CSR also has an effect on retention: seven
out of ten employees with a favourable perception of their company’s community
commitment planned to stay with their company for the next two years, compared
to half of those with a less favourable perception. Seventy-five per cent of
employees who believed their organisation paid enough attention to sustainability
would recommend it as an employer to a friend or family member; on the other
hand 56 per cent of employees who did not believe their employer was doing
enough would not make any such recommendation. And commitment levels varied
between the two groups, with 75 per cent with positive views saying their
commitment was high, as against 49 per cent with negative perceptions.
136
Talent and diversity
78 There is a strong read-across between organisations’ increasing determination to
find talent from within their own ranks, and maximise the opportunities and
effectiveness of existing employees, to employee engagement. As Sir Michael Rake,
chair of BT and of the UKCES, puts it: “The biggest challenge for global companies is
to unleash the power of our people.”
137
79 Companies are increasingly moving away from the concept of the ‘war for talent’ –
the battle to recruit from the small number of talented stars available – to ‘growing
your own’. According to Tomorrow’s Company: “Once we move away from old
mindsets and start to see talent as abundant then we will start to do what is needed to
ensure the survival and sustainability of our companies as well as the economy,
environment and society of which they are a part. This means thinking about the new
kinds of talent that will be needed, defining it in new ways, finding it in new places and
from new generations. Tomorrow’s companies will be good at discovering, engaging
and leading every ounce of individual and collective capacity in people.”
80 Lucy Parker, chair of the Talent and Enterprise Task Force told us: “The question for
employers in the future will increasingly be ‘how do we get the best out of you,
wherever you play in the organisation.’ That’s what the new concept driving the talent
world will be about; how to tap into the full potential of the workforce. Engagement
will be critical to success in this endeavour, because it is the way to release the talent
and creativity that will deliver the innovation we need for future competitveness.”
81 There is an equally strong relationship between engagement and the drive in most
organisations to ensure their workforce reflects the diversity of the UK’s people.
Baroness Margaret Prosser, Vice-chair of the Equality and Human Rights
Commission and Chair of the Women at Work Commission, believes that ensuring
fairness and equal opportunities at work for all employees lies at the heart of
engagement. “It’s hard to imagine an engaged workforce where one group felt that
136
Marr J., (ed) Walker Information, US national employee benchmark survey 2001
137
Quoted in Tomorrow’s Company report Tomorrow’s Global Talent 2009
115
Engaging for success: Enhancing performance through employee engagement
their voice was being ignored. Ensuring equal opportunities and fair treatment is an
essential strand of an engagement strategy.”
82 Her view was echoed by Donna Miller, European HR director of Enterprise rent-a
car. “Our view has long been that there shouldn’t be engagement differences among
different sets of people[…]But we are changing this view now. We’re coming round to
the idea that so much of engagement and management practice success is precisely
how they deal with diversity, be it working with people of different ages, sex, ethnicity.
As a business we must understand different types of people have different inclinations.
It makes sense when you think about it. We’re about to pilot a management training
project which specifically looks at how to build trust within teams that are made up of
different people and ethnic backgrounds. Our focus is keeping the widest possible
pool of talent available, and this now means looking at all types of employee.”
138
138
Quoted in Stern Stefan, ‘Feel The Strategy: Leaders Must Engage Hearts as Well as Minds’ Management Today
1 Nov 2008
116
Chapter 5
Recommendations
What needs to happen now?
1 We were asked by Ministers to describe what employee engagement is and how it
can help organisations improve their performance. We were asked to make
recommendations on what the government could do to help extend levels of
employee engagement across the economy as a whole.
2 The evidence is clear: engagement levels across the economy need to be higher to
meet the future challenges of international competition and of providing public
services with constrained resources. We are not proposing that this should be
remedied by a top down, heavy handed government intervention. In our view
extending employee engagement is not an issue for legislation or regulation: it
requires culture change. More people need to ‘get it’ – and more people need to
do it.
3 The major task ahead therefore is to raise the profile of the issue with leaders
in all sectors of the economy. Key to this will be extending understanding of the
business case for employee engagement, and ensuring that the necessary advice
and assistance is available. Government could and should use its unique power to
convene debates on matters of national significance, and its ability to bring
together all the interested parties to develop solutions designed to meet their
specific needs. We are therefore, in summary, making three broad recommendations.
4 Firstly, in order to meet demand, more tailored support and help needs to be made
available for companies and organisations wanting to develop engagement. We
suggest that by March 2010 a series of practical aids, provided by both government
and non-government sources, should be put in place including web-based support
(for example utilising businesslink.gov.uk) and easy access to best practice and
experience as well as coaching and advice. These new sources of support will need
to be accessible, and to be articulated and delivered in a way that meets the needs
of the potential users, particularly those in the SME sector. Where this additional
support is provided by government it should be aligned with Solutions for Business,
the government’s streamlined portfolio of business support.
117
Engaging for success: Enhancing performance through employee engagement
5 Secondly, that existing support offered under the government’s umbrella – such as
Acas, Investors in People (IiP), UKCES and businesslink.gov.uk – should be better
aligned to deliver engagement outcomes. This will involve all the delivery parties
coming together with those who will use the resources, in an organised way, to
work out in detail how to achieve this goal. It will be important that external
stakeholders such as CIPD and CMI play a role in this discussion too.
Thirdly, to extend understanding, and knowledge of engagement, the topic needs to
be more widely aired through a nationwide discussion, again involving all the key
stakeholders, which can bring together those with experience in developing
engagement with those who wish to learn more or to develop their own strategies
further. This should include a series of events such as conferences, workshops,
regional road shows and research papers. Again it will be vital that all the relevant
stakeholders are involved in this conversation, including the CBI, TUC, FSB, BITC,
BCC and the regional development agencies (RDAs).
6
7 We set out below in more detail these three recommendations. We explain them,
below, in chronological order; recommendations 1 and 2 would run in parallel to the
end of March 2010, while recommendation 3 involves the launch of more practical
support in March 2010.
Recommendation one: A national awareness campaign
8 There should be a nationwide awareness raising campaign over the next eight
months, to expose the widest range of companies, businesses and organisations in
the public, private and third sector to the potential benefits of employee
engagement.
9 Under the stewardship of BIS and the Secretary of State, guided by a high level
sponsor group, implemented by a small core group, we envisage a series of
nationwide and regional events and conferences, seminars, workshops, and papers.
We would want to see the widest possible range of leaders of organisations and
stakeholders involved. They would include members of the CBI, TUC, other employer
bodies, the Institute of Directors, BCC, BITC, the Federation of Small Businesses, the
professional bodies including the CIPD and the CMI, central government, local
government and the NHS.
118
Chapter 5: Recommendations
119
A number of senior figures from across the economy have already indicated
their willingness to serve on the high level sponsor group, should the
Secretary of State accept our recommendations. The list to date includes:
Adrian Askew – General Secretary, Connect Union
Richard Baker – Non Executive Chairman, Virgin Active
Brendan Barber – General Secretary, TUC
Sir Michael Bichard – Director, Institute for Government
Dame Carol Black – Director, UK Government’s Health and Work Programme
Stephen Bubb – Chief Executive, ACEVO
Mike Carr – RDA Enterprise Director
Clare Chapman – Director General of Workforce, Department of Health
Cary Cooper – Professor, Lancaster University Management School & UK
Government Foresight Programme
Rona Fairhead – CEO, Financial Times Group
Gordon Frazer – UK Managing Director, Microsoft
John Hannett – General Secretary, Union of Shop, Distributive and Allied
Workers (USDAW)
Chris Humphries – Chief Executive, UK Commission for Employment & Skills
(UKCES)
Will Hutton – Executive Vice Chair, Work Foundation
Justin King – CEO, Sainsbury’s
Sir Alan Jones – Chairman Emeritus, Toyota UK
Richard Lambert – Director General, CBI
Leigh Lewis – Permanent Secretary, Department of Work & Pensions (DWP)
Tim Melville-Ross – Chairman, Higher Education Funding Council for England
(HEFCE) & DTZ
John M Neill CBE – Group Chief Executive, Unipart Group
Sir Gus O’Donnell – Cabinet Secretary & Head of the Home Civil Service
Jackie Orme – Chief Executive, CIPD
Sir Eric Peacock – Current or former Chairman/leader of 10 SMEs
Chris Pilling – Head of Direct Banking, HSBC
Peter Sands – CEO, Standard Chartered Bank
Sir Martin Sorrell – CEO, WPP
Ruth Spellman OBE – Chief Executive, Chartered Management Institute
John Taylor – Chief Executive, Acas
Miles Templeman – Director General, Institute of Directors (IoD)
Alex Wilmot-Sitwell – Co-CEO, UBS Investment Bank
John Wright – National Chairman, Federation of Small Businesses (FSB)
Engaging for success: Enhancing performance through employee engagement
Recommendation Two: Aligning Resources
10 We believe that government-funded organisations should ensure that they further
align their support for those seeking to address this issue.
11 Firstly, there is a great deal of business support provided by central government and
government agencies – nationally, regionally and locally. Acas for example has a
model workplace guide. Solutions for Business, the government’s package of
business support products currently has 29 products to help businesses including
skills and training via Train to Gain.
139
UKCES supports a wide range of training; IIP
has had a major impact on improving workplace performance and in enhancing
employees’ experience, as research from Cranfield University School of
Management has shown. The RDAs have an important role in co-ordinating and
delivering this business support. Ensuring that these considerable resources respond
to the demands for support in developing the skills required for engagement will be
vital.
12 In addition other government departments and agencies are making an input to
people’s working lives. The DWP is taking forward work on Dame Carol Black’s
health, work and well-being workstream, which has a significant focus on good
people management; the Health and Safety Executive (HSE) have produced stress
management standards, which make the link between the importance of good
people management and effective work organisation, employee health and well
being; and the National Institute for Clinical Excellence (NICE) is looking at the
importance of good people management from a public health perspective with the
aim of developing guidance on healthy and productive workplaces. It would make
sense for these different work streams to make an input into the developing work
on engagement.
13 Evidence to the review suggested that more support should be devoted to the
people skills vital to leadership and management which lie at the heart of
engagement, in addition to generic management skills. These softer skills include:
the ability to consult; engage; communicate effectively; have difficult conversations;
and interpersonal skills. It is vital that these softer skills are incorporated into the
offer to business from the agencies outlined above – in a way that is accessible and
appropriate. The access points to this advice and support, particularly for smaller
businesses, need to be well-signposted.
14 To take this aligning and co-ordinating work forward we recommend that a ‘2010
group’ be established, tasked with ensuring that the procurers of resources and the
resources themselves are fully aligned and equipped to give the support which
organisations want. Represented on this group should be the RDAs, UKCES, the
139
Products can be accessed via Business Link by phone (0845 600 9006), online (www.businesslink.gov.uk or
face to face from a local Business Link Provider.
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Chapter 5: Recommendations
Sector Skills Councils, and Acas together with representatives of those using these
services, including the FSB and EEF.
15 Higher education institutions also have an important role in extending engagement.
Business Schools in general and some specific schools in particular have made
significant progress in developing people management and leadership approaches
and we look forward to engaging with them on what more could be done.
16 We were impressed with the LEAD programme at Lancaster University, a ten-month
leadership and management development programme which has been specifically
designed for owner-managers of small to medium-sized businesses. The programme
concentrates on two areas: the business itself and the personal development of the
owner-manager.
Recommendation three: Increasing support
17 During the course of the review we heard many requests for improving the quality
and quantity of support available for those who want to develop engagement.
Practical proposals included:
●● Ability to visit workplaces that are achieving high levels of employee
engagement;
●● Ability to access evidence and emerging evidence of the drivers of employee
engagement;
●● Coaching from those who have done it;
●● Ability to listen, possibly on-line, to line managers and leaders who have been
through the journey of enhancing employee engagement;
●● Hearing about specific and easily actionable ideas for interventions and events
that engage employees;
●● Knowledge of first class events at which those who have achieved it will be
speaking;
●● Networks to pool experiences and to develop new ideas to enhance levels of
engagement.
18 We recognise that the final list of ideas will need to be tailored to suit the specific
needs of different sectors of the economy. Most importantly it needs to be
developed and designed in collaboration with those who will be using it. The key to
the success of such a programme will be that those who want the support and
those who can provide it, collaborate to design and own the process and the
outputs. We believe this will be a much more effective way of ensuring that the help
meets the need.
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Engaging for success: Enhancing performance through employee engagement
122
19 Underpinning this developmental work will be the advice and support of a wide
range of practitioners and engagement specialists who have agreed to participate in
this work. They include individuals from:
Practitioner Forum
Private Sector Public Sector
7side Ltd
Accenture
Blackpool NHS trust
Cabinet Office
BAE
BT
The Cooperative
Coopertive Financial Services
Diageo
Fujitsu
Google
JCB
John Lewis Partnership
JWT
Department for Communities and Local
Government (CLG)
Department for Environment, Food
and Rural Affairs (Defra)
Department for Work and Pensions (DWP)
Ministry of Justice (MoJ)
National School of Government
Ofsted
UK Border Agency, Home Office
Wychavon Council
KPMG
M&S Money
Marks and Spencer
McDonalds
Third Sector
Oxfam
United Welsh
Metro
Microsoft
Nationwide
Northern Leadership Academy
Reed Elsevier
ROK
Sainsbury’s
Serco
Standard Chartered
Telefónica 02 UK
Unipart
Virgin
Vodafone
VT Group
Chapter 5: Recommendations
Employee Engagement Specialist Forum
Andrew Jackson Stanton Marris
Beverly Alimo-Metcalfe Real World Group and Bradford University
Chris Matchan Henley Business School
Claire Warnes KPMG
David Guest Kings College London
Dilys Robinson Institute of Employment Studies
Ellie Hamilton Lancaster University (Entrepreneurship & Enterprise
Development Institute)
Matthew Thorogood PwC
Geoff Tudhope Merryck
James Court Smith Gallup
John Storey Open University
Jonathan Austin Best Companies
Kate Pritchard ORC
Katie Truss Kingston Business School
Lynne Mayers Corporate Leadership Council
Mark Hoyal Hewitt
Matt Kingdon ?What If!
Mike Emmott CIPD
Mike Haffenden Strategic Dimensions
Paul Sparrow Lancaster University
(Centre for Performance-Led HR)
Peter Meyler Ipsos Mori
Petra Wilton Chartered Management Institute (CMI)
Sharon Parker Sheffield University
Stephen Taylor Taylor Haig
Steve Radcliffe Steve Radcliffe Associates
Sue Ward Partnership Institute
Suzy Hanson Accenture
Yves Duhaldeborde Towers Perrin-ISR
20 We also recommend that further research continues to be carried out into the
effectiveness of engagement approaches; for example, the work being carried out
by the Kingston Business School Employee Engagement Consortium.
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Annexes
Annex A
Contributors to the MacLeod Review
David and Nita are grateful for contributions from the following (although final
responsibility for the text of this report remains with them):
3M United Kingdom Jeff Skinner
7side
Aberdeenshire Council
Accenture
Adair Turner, Lord
Advantage West Midlands
Advisory, Conciliation and Arbitration Service (ACAS)
Aintree University Hospitals NHS Foundation Trust
Amey
Association of Business Schools (ABS) Jonathan Slack
Association of Chief Executives of Voluntary Organisations (ACEVO)
Astra Zeneca
Babcock Marine Clyde
BAE Systems
Best Companies Johnathan Austin
Birmingham City Council
Blackpool Fylde & Wyre Hospitals Trust
Bring Yourself to Work Ian Buckingham
British Association of Communicators in Business
British Chambers of Commerce (BCC)
British Printing Industries Federation (BPIF)
Broadway
BT
Business in the Community (BITC)
Buy the House
Cabinet Office Gill Rider
Alison Khan
Andrew Templeman,
Jonas Nystrom &
Liz McKeown
Cambridgeshire County Council Stephen Moir
124
Annexes
125
Canada School of Public Service & Waterloo University Jocelyne Bourgon
Cardiff Business School, Advanced Institute of Management Rick Delbridge
Research & Sunningdale Institute
Cary Cooper
Cass Business School Veronica Hope Hailey
Chartered Institute of Personnel Development (CIPD)
Chartered Management Institute (CMI)
Chorley Borough Council
Clive Hollick, Lord
Cognosis Consulting Richard Brown
Confederation of British Industry (CBI)
Connect Union
Co-operatives Group
Cooperatives UK
Corporate Leadership Council (CLC)
David Varney, Sir
Deloitte Sabri Challah
Demos Will Davies
Department for Business, Innovation and Skills (BIS) Bill Wells, Dhiren
Patel, Jitinder Kohli,
Kirsty Pierce, Mike
Paice, Peter Davidson,
Tim Harrison, Tracy
Vegro & Vicky Pryce
Department for Children, Schools and Families (DCSF)
Department for Communities and Local Government (CLG)
Department for Environment, Food and Rural Affairs (Defra)
Department for Transport (DfT)
Department for Work & Pensions (DWP)
Department of Health (DH)
Des Dearlove & Stuart Crainer
Doncasters Aeronautics John A. Patterson
East Midlands Development Agency
East of England Development Agency (EEDA)
Employee Ownership Association (EOA)
Engage Group John Smythe &
Peter Agertoft
Engineering Employers Federation (EEF)
Equality and Human Rights Commission (EHRC)
Engaging for success: Enhancing performance through employee engagement
Eric Peacock, Sir
Federation of Small Businesses (FSB)
Financial Services Skills Council (FSSC)
Financial Times Group
Finmeccanica
first direct
Freshfield Brauckhaus Deringer
Fujitsu
Gallup
Gillian Stamp
Google
Hanson Green
Harvey Nichols Restaurant
HansenGlass
Hay Group
Health and Safety Executive (HSE)
Health Services Management Centre, Birmingham University
Helen Alexander
Henley Business School
Henry Mintzberg
Hewitt Associates
Higher Education Funding Council for England (HEFCE)
Hillingdon Council
HM Prison Service
HM Revenue & Customs (HMRC)
HM Treasury
Home Office
HSBC
ifs School of Finance
IHG
Improvement and Development Agency (IDeA) on behalf of the
Local Government Association Group
Institute of Chartered Accountants in England and Wales (ICAEW)
Institute of Directors (IoD)
Institute of Employment Studies (IES)
Investors in People UK (IiP)
Involvement Participation Association (IPA)
Ipsos Mori
Peter Waine
Jo Ellins & Chris Ham
Chris Bones
Jamil Husain
Tim Melville-Ross
CBE
Richard Williams
Sustainability
Department
126
Ivan Robertson
J C Bamford Excavators (JCB)
J Sainsbury plc
John Lewis Partnership Stuart Hampson, Sir
Jonathan Agnew
JWT Peter Womsley
Kings College, London David Guest
Kingston Business School Katie Truss
KPMG
Lancaster University (Centre for Performance-Led HR) Paul Sparrow
Lancaster University (Entrepreneurship & Enterprise Development Ellie Hamilton
Institute)
Legal and General Neil Perry
Liz Sands
Lloyds Banking Group
Lloyds Pharmacy
London Ambulance Service
London Business School Lynda Gratton
London Development Agency
London Fire Brigade
London School of Economics Tim Besley
LSG Sky Chefs
M&S Money
McDonald’s
McKinseys Michael Barber, Sir
Mace Group
Make your Mark
Malmaison and Hotel du Vin
Marcus Buckingham
Margaret Prosser, Baroness
Mark Stanhope, Admiral Sir KCB OBE
Marks & Spencer
Merryck & Co Geoff Tudhope
Mervyn Davies, Lord
Mersey Travel
Metro
Michael Bichard, Sir
Michael Gibbons
Microsoft Terry Smith
Annexes
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Engaging for success: Enhancing performance through employee engagement
Ministry of Justice (MoJ)
Nampak Plastics Eric Collins
National School of Goverment’s Sunningdale Institute
Nationwide
Network Rail
NHS Employers
North West Regional Development Agency
Northern Leadership Academy John Oliver
O2
Office for Public Management (OPM)
One North East
Open University Business School John Storey
ORC
Oxfam
Partnership Institute
Pfizer
PricewaterhouseCoopers (PwC)
Prime Minister’s Delivery Unit
Prime Minister’s Strategy Unit
Quantum Consultancy
Real World Group/Bradford University Beverly Alimo-
Metcalfe & Juliette
Alban-Metcalfe
Red Gate Software
Reed Elsevier
Resolis Associates
Rob Lummis
ROK Group
Royal Society (RSA) Matthew Taylor
Runshaw College
School Trends
Sector Skills Council Alliance
Serco
Social Partnership Forum
South East of England Development Agency (SEEDA)
South West of England Regional Development Agency
Southern Railway
Spinvox
Standard Chartered Bank
128
Stanton Marris Andrew Jackson
Steve Radcliffe Associates Steve Radcliffe
Strategic Dimensions Mike Haffenden
Talent and Enterprise Task Force Lucy Parker
Taylor Haig Stephen Taylor
Tesco
Tomorrow’s Company Mark Goyder
Towers Perrin-ISR Hugh Shanks
Toyota Alan Jones, Sir
Trade Union Congress (TUC)
UBS John Mahoney-Phillips
UK Border Agency
UK Commission for Employment and Skills (UKCES)
Ultra Electronics
Unipart
Unison
Unite the Union
United Welsh
University of Sheffield Sharon Parker
USDAW
Vanguard Consulting
Virgin Active
Virgin Media Gemma Webb
Vodafone UK Annette Ware
VT Group
Waitrose
Warner Brothers
Wates Group Paul Dreschsler
Watson Wyatt
West Bromwich Machine and Tools
Westlakes Engineering
?What If! Matt Kingdon
Whitbread Louise Smalley
Whitehall & Industry Group (WIG)
Work Foundation
Wychavon District Council Fiona Narburgh
Yorkshire Forward
Young Foundation
Annexes
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Engaging for success: Enhancing performance through employee engagement
Annex B
MacLeod Review events
The following events were held as part of the review process:
13/11/08 – A CIPD Action Learning Group: The Future of Employee Relations
A group of 15 CIPD members brought together as part of a CIPD Action Learning Group
for initial discussions on the MacLeod Review.
20/11/08 – BIS Advisory Forum on the Impact of Employment Policies
This group is made up of around 15 senior business academics and economists who
specifically discussed the MacLeod Review at this meeting.
10/12/08 – Employee Ownership Association consultation meeting
A meeting comprising a selection of members from the Employee Ownership Association.
15/12/08 – IPA Advisory Council
David MacLeod addressed around 40 members of the IPA Advisory Council, from the
public, private and third sectors.
17/12/08 – CBI Members event
A small group of CBI members from the private sector attended this meeting held at BIS
to discuss their experiences of engagement.
17/12/08 – Roundtable discussion with members of Cooperatives UK
Around 10 members of Cooperatives UK visited BIS to discuss the review.
07/01/09 – High level public sector roundtable
Cabinet Office hosted a meeting for a small number of senior officials from across
Whitehall.
14/01/09 – South of England regional event
Regional consultation roundtable held in London, arranged in conjunction with the South
East of England Development Agency (SEEDA), also with input from South West of
England Regional Development Agency and London Development Agency. Approximately
30 delegates attended from a mixture of public and private sector organisations.
16/01/09 – Midlands regional event
Regional consultation roundtable held in Leicester, in conjunction with East Midlands
Development Agency (EMDA), also with input from East of England Development Agency
(EEDA) and Advantage West Midlands. This was the second in a series of regional events,
attended by around 30 people from the public and private sectors.
22/01/09 – Working level public sector roundtable
A meeting to discuss the practical implementation of employee engagement in the
public sector. Attended by around 15 delegates from across the public sector.
22/01/09 – Institute of Hospitality Roundtable
Around 15 delegates attended a meeting at BIS for a discussion on engagement in the
hospitality sector.
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Annexes
26/01/09 – Consultation Workshop on employee engagement in conjunction with
the Whitehall and Industry Group
Around 40 delegates from both the public and private sectors attended this workshop
held at BIS and organised by the Whitehall and Industry Group.
27/01/09 – CIPD Employee Engagement Conference
David MacLeod presented at the conference in front of an audience of around 100
delegates from the public and private sectors.
30/01/09 – North of England regional event
A regional consultation event held in Leeds, arranged in conjunction with Yorkshire
Forward, One North East and North West Regional Development Agency. Around 20
delegates attended, from the public, private and third sectors.
10/02/09 – EEF Employment Policy Committee Dinner
David MacLeod and Nita Clarke attended the dinner of the EEF Employment Policy
Committee. They gave a brief presentation and then consulted around 15 committee
members for their views.
11/02/09 – Accenture roundtable
Accenture kindly organised a roundtable event at which David MacLeod discussed the
topic of employee engagement with a handful of Accenture’s private sector clients.
24/02/09 – Financial Services Skills Council roundtable
A selection of private sectors organisations attended a meeting organised by the FSSC.
05/03/09 – CBI Sectoral Employment Issues Committee
David MacLeod addressed 15 members of the CBI’s Sectoral Employment Issues
Committee.
11/03/09 – Sunningdale Institute Fellows Dinner
David addressed 11 fellows of the Sunningdale Institute on the topic of employee
engagement at a dinner in London.
18/03/09 – Wales event in conjunction with the Welsh Assembly Government
A consultation workshop, held in Cardiff and attended by around 30 delegates from the
public and private sectors, was organised by the Welsh Assembly Government.
25/03/09 – CIPD Network Event
A discussion of engagement during the recession hosted by CIPD and attended by small
number of CIPD members. The MacLeod review team participated in discussions.
26/03/09 – Lancaster University SME roundtable
A small group of SMEs attended a workshop chaired by David MacLeod as part of
Lancaster University Management School’s LEAD programme.
27/03/09 – Scottish event in conjunction with CIPD
A consultation workshop held in Edinburgh and attended by around 30 delegates from
the public and private sectors, organised in conjunction with CIPD.
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Engaging for success: Enhancing performance through employee engagement
27/03/09 – Wychavon district council local government event
Representatives from 9 different councils and 7 partner organisations met at Wychavon
to review progress and what actions would help foster engagement within councils.
02/04/09 – Birmingham City Council local government conference ‘Engagement 2.0’
This event, hosted by Birmingham City Council, brought together representatives from
around 30 councils and partner organisations. Birmingham City Council shared their
experiences of engagement, and the event generated discussion and knowledge sharing
between councils.
16/04/09 – MacLeod Review event for academics and consultants
This event brought together around 25 leading academics and consultants to discuss the
evidence for the importance of employee engagement.
17/04/09 – MacLeod Review practitioners event
Around 50 leading practitioners of employee engagement came together at BIS to
discuss the emerging conclusions of the Review and offer their feedback.
12/05/09- ICAEW breakfast briefing
Around 20 members of the Institute of Chartered Accountants of England and Wales met
at BIS to discuss the emerging conclusions of the Review.
12/05/09 – IPA anUMan Employee Relations Conference
David MacLeod presented at the anUMan Employee Relations Conference, in conjunction
with IPA. The audience consisted of around 20 delegates from the public, private and
third sectors.
13/05/09 – Association of Business Schools (ABS) Executive Committee meeting
David MacLeod presented to the leaders of several business schools in Cardiff and invited
their feedback on emerging conclusions.
14/05/09 – Business Well-being Network event
A well-being networking event in London where the relationship between well-being and
employee engagement was discussed. Around 40 delegates attended, from the public,
private and third sectors.
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Annex C
MacLeod Review Call for Evidence
We received over 300 responses to the call for evidence on the BIS website. Contributors
included:
A G Parfetts & Sons
Aber Instruments Barry Wise
Able and How
Accomplice Nicky Spencer
Barrett Valves Centre Phil Clothier
Brand Union Sean Trainor
Bring Yourself to Work Ian Buckingham
Caledonian Business School, Glasgow Caledonian Morag Mclean
University
Career Innovation (Ci) Hugh Flouch
Employee Ownership Association
Four Groups Bruce Lewin
GoSkills Clare Jones
Harrow Council
Homeloan Management Denise Davies
Kellan Group Amanda Hesketh
KHI Energy Saver
Lancashire County Council Karen Gregory & Suzanne Ward
Lloyds Banking Group David Littlechild
Lloyds Pharmacy
lxia Consultancy
Marks & Spencer Sarah McIntyre
Network Rail Bob Hughes
Nottingham County Council Moira Whelan
Partnership Institute
Prospect Sarah Page
Quintessa
Resolis Associates & Vanguard Scotland Andy Lippock
Scandinavian Airlines System, SAS Ground Services UK
Select Appointments, Portsmouth
Serco Group
South Cambridgeshire District Council Ian Cawthra
Standard Life
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Engaging for success: Enhancing performance through employee engagement
Stockport Council Frank Fielding
Suma Workers Cooperative and Cooperatives UK Bob Cannell
Ultra Electronics Keith Thompson
Unison Media Engagament Gill Weston
Wakefield College Karen L Sykes
Wates Group
York Management Tool Prof Andrew Pendleton
Alasdair Fraser
Doug Shaw
Eamon Wadley
Ian Buckingham
Sharon O'Dea
Tasha Reilly
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Annex D
Extracts from the MacLeod Review regional discussions
Below is not a summary of discussions, but rather highlight particular issues raised at
the event.
Scotland event
The Scottish event, held jointly with CIPD, was extremely productive. There was much
discussion around not just employee engagement but also organisational structures, with
some consideration of how systems thinking and LEAN were relevant to the Review.
Some of the delegates believed that the barriers to engagement included over
complicated employment law, as well as the fact that some organisations only looked at
the purpose of the organisation from the customer’s point of view. Delegates were wary
of involving government too much in this area for fear or further legislation, however
they also believed that recommendations should include raising the profile of HR and
offering clear and direct support to organisations.
Wales event
The roundtable discussion in Cardiff highlighted the emphasis that is being placed on
employee engagement in the public sector. Work has been taken forward by the Welsh
Assembly Government’s Wales Public Services Workforce Forum and by the University of
Glamorgan to consider the implications of an engaged workforce in Welsh public services,
in order to understand and measure employee engagement in the public sector and
identify examples of good practice.
During the course of roundtable discussions, it was recognised that there was not a
shared understanding of employee engagement; that engagement means different things
to different organisations, and also to the different players such as business leaders,
employees, trade union representatives and HR professionals. Participants felt that
without a shared understanding within an organisation of what engagement means, it is
very difficult to achieve. Structured employee voice and/or partnership working with
trade unions were recognised as a key component of effective engagement. Engagement
as a means of reducing the costs of staff turn over was seen as one of the most
important benefits for many organisations, particularly SMEs. Engagement was also seen
as a potential solution for organisations with unusually low levels of staff turnover as a
means of keeping staff motivated and invigorated. There was a general sense that
employee engagement was beneficial to organisations, but much confusion about how
and where to start. There was an agreement that trust was a key aspect of engagement,
without it quality could not be achieved.
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Engaging for success: Enhancing performance through employee engagement
South of England regional event
Delegates thought that HR and Comms could actually be a barrier to employee
engagement. There is a lack of respect for the so called ‘soft skills’ and an attitude of ‘it’s
not real work’. Resources are also a real issue especially for SMEs. The government should
make advice on where to start easy to find. There should be a re-branding of HR and a
focus/re-naming of ‘soft skills’. Bigger companies should be encouraged to train people in
organisations in their supply chain (and the government should be one of the
organisations doing this). It was felt that leadership coaching/training needs to be
happening lower down in organisations as “it’s too late when people have got to senior
positions!”
Delegates identified the following key enablers: putting as much effort into marketing
internally as marketing externally; treating your employees as well as you treat your
customers; and focusing on agreements with staff not policies about them.
The group agreed that key barriers included: impatience (expecting engagement to
become a reality overnight); human blockers (one cynic in the management chain can
badly disrupt a change programme and prevent engagement becoming really embedded);
lack of resources; and the top team not wanting to hear how people really feel or make
changes in the way they work.
Midlands regional event
The group agreed that a key enabler of employee engagement was to get the people
right and the right people; for example, addressing poor performance, dealing with
blockers and investing in training to enhance the personal effectiveness of managers.
Also, a clear cultural vision should be considered as important as the business plan, in
order to clarify for employees where you want the company to go and what kind of place
it is to work in.
Delegates identified the following key barriers: lack of openness/culture of secrecy; lack of
resources, especially for SMEs; unwillingness to invest over time (“you must be in it for
the long haul”); suspicious/negative attitudes (“it’s not real work”); and employees who
do not pick up or believe the messages they hear.
North of England regional event
Carole Reid from IiP argued strongly that this agenda is already being acted on by
Investors in People and the Government needs to be joined up about this. IiP can provide
leaders with the tools they need to make this happen.
There was general agreement that employers are doing things differently this time
around (in terms of dealing with the recession). They are less willing to let people go and
lose their skills and are more concerned with being seen to act fairly when redundancies
are unavoidable. Sabbaticals, shorter working weeks and retraining or upskilling are being
offered as a means of avoiding outright job cuts.
136
Annexes
Ninety-nine per cent of companies in the region are SMEs who employ 60 per cent of
the workforce. These organisations ‘don’t do HR’ but there may be some appetite for
support services. Delegates felt it is important for the government to offer an appropriate
level of help: don’t just throw another piece of ‘business support’ into the mix – make it
part of an existing mechanism such as Business Link. Business support needs to be
simplified and signposted. There is a danger of being patronising to SMEs, which are often
world class.
Delegates identified the following key enablers: trust, confidence and belief;
communication; and values embedded and filtered down throughout the organisation.
Key barriers were considered to be the following: management and leadership blaming
staff for problems and under-performance rather than critiquing themselves; the right
training not being available; and the long time it takes to change behaviour, causing
people to lose heart.
Key quotes from delegates at the events included:
“HR is fundamental but HR strategies alone won’t deliver. Employees need to identify
with their organisations and have pride. High profile employee engagement activity that
is not followed through has a negative effect – it has to be real.”
“My definition of an SME is an organisation without an HR function!”
“Senior leadership often use channels of communication instead of communicating.”
“There is a lack of understanding that trust works two ways and that not trusting your
employees has a negative impact”.
“Engagement matters because people matter – they are your only competitive edge. It is
people, not machines that will make the difference and drive the business.”
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Engaging for success: Enhancing performance through employee engagement
Annex E
MacLeod Review Secretariat at the
Department for Business
Tom Ridge
Mary Smeeth
Alison Zhu
Debra MacLeod
Tahamina Khan
Susan Hawker
Gemma Cook and then Amy Jordan
Administrative Support
Pauline Wright, followed by Sean Skerritt and then Bernadette Folkes
Hansard Scholars (1 month each)
Alexander Faust (USA)
Tamunia Chincharauli (Georgia)
Acas Part-time Secondee
Rob Vondy
138
Annexes
Annex F
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Annex G
Biographies
David MacLeod
David MacLeod was chair of the MacLeod Review. David has
spent the majority of his career leading private sector
organisations through major programmes of change and worked
at the Cabinet office as Senior Adviser on Change and
Performance. He was head of marketing for the Dulux brand, and
a divisional CEO with ICI. He has also worked at Towers Perrin as
Senior Adviser supporting chief executives in both the public and
private sectors to implement change in order to enhance
performance. David now has a portfolio of responsibilities which
include being a Non Executive Director of the Department for International
Development, Non Executive Director of the Ministry of Justice, Fellow of the
Sunningdale Institute, Senior Associate of Towers Perrin and Visiting Professor of the Cass
Business School. He is also a Fellow of the RSA, Institute of Marketing and Ashridge
Business School.
Nita Clarke
Nita Clarke was Vice-Chair of the MacLeod Review, and is
Director of the Involvement & Participation Association. Nita
was a former adviser to Prime Minister Tony Blair, working as
assistant political secretary in the Political Office at 10 Downing
Street from January 2001 to June 2007. Her role included
liaising with individual unions and the TUC, developing national
policy areas such as the two-tier work-life balance and
supporting ministers by trouble-shooting in individual disputes.
From 1992-2001 she was a senior official with the public
services union UNISON.
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Engaging
for Success:
enhancing performance
through employee engagement
A report to Government by
David MacLeod and Nita Clarke
Eng
ag
ing f
or Success:
enhancing perf
ormance thr
ough emplo
y
ee eng
ag
ement
Printed in the UK on recycled paper containing a minimum of 75% post consumer waste.
Department for Business, Innovation and Skills www.bis.gov.uk
First published July 2009. Crown Copyright. BIS/Pub 8859/07/09NP. URN09/1075