Employers are starting to look closely at Employee Engagement with a fresh conviction and sense of purpose. However few really understand what it is and how to implement an effective Employee Engagement strategy and plan. This session will look at the compelling business reasons for focusing on it and the key drivers. It will also look at how you can use your values to create an engaging culture.

2. The 7 key elements to Engaging your People
Richard Roberts

3. • Its about “your” values and culture - should fit your
organisation not the engagement theory
• Its not just another initiative……. it’s the way we run our
business
• Keep it simple - it’s the smallest things that have the biggest
impact
Key Messages

4. What is Employee Engagement?
“being positively present during
the performance of work by
willingly contributing
intellectual effort,
experiencing positive emotions
and meaningful connections to
other”

6. That Insider
Feeling
What’s it all about ?

7. That Insider Feeling

10. “Why bother ?”

11. The Importance of Engagement
• The MacLeod Report 2010 : Secretary of
State for Business commissioned white paper
• Conclusion: a wider uptake of engagement
practices would impact positively on the UK’s
competitiveness and performance
• Nailing the Evidence

12. The Benefits
Engaged employees:
• work at up to three times the rate of the disengaged
(William James, Harvard)
• take less than half the sickness absence days (2.7
compared with 6.2, Gallup)
• are 87% less likely to leave (Corporate Leadership
Council)
• Companies with high and sustainable engagement levels
had higher operating profit than those with lower
engagement (Towers Watson 2012).

15. What Engages
you?

18. Finished files are the result of years
of scientific study combined with
the experience of many years

19. The Principles on Engagement
Belief that
Engagement is
founded on trust

20. A recent survey stated that
only 20% of employees trust
their organisations and just
11% believe their managers
show consistency between
words and deeds
Trust

21. The Science
According to organisational scientists, what makes us
trust or distrust people is largely a combination of three
core determinants:
• Competence (can they do the job?)
• Benevolence (do they care about me?)
• Integrity (are they honest?)

22. On an individual level, one of the easiest ways
to cultivate employee trust is to show trust in
the people around you. Listen to them;
empathise with them; show your concern; be
honest with them; be true to your word; treat
them fairly. In other words, actively manage
how you are perceived by others. Try to connect
with people on a personal level.
Dr Rena Rasch
The Principles on Engagement

23. The Principles on Engagement
Engagement is driven by
emotions … how the
employment relationship
makes us feel about
ourselves.

24. What really motivates us ?
The Principles on Engagement

25. Drive: “The Surprising Truth About What Motivates Us”
Daniel Pink
The Principles on Engagement

26. 7 Key Elements

27. 1.Leadership
2. Purpose

28. Purpose
• The What ?
• The How ?
• The Why ? Simon Sinek

30. The Big Five
• The Key Business issues? (Now)
• Why do we Exist ? (Purpose)
• Who are we? (Values)
• Where are we going? (Vision)
• How will we get there? (the Plan)

31. 1.Leadership
2. Purpose
3. Engaging Managers
4. Recognition

32. Here’s an idea
One large newspaper
conglomerate rewarded staff
for record profits by giving
them each … one 39p
croissant..

33. Dinner with Richard
Rewarding the person
who has lived our
values the most
Recognition

34. 1.Leadership
2. Purpose
3. Engaging Managers
4. Recognition
5. Growing and Developing
6. Internal Communication
7. Using your values to create an engaging culture

35. Enron had these values displayed in their reception
– Integrity
– Communication
– Respect
– Excellence Leadership
Values

41. Creating

42. • I am growing and developing my knowledge and
skills
• A sense of honesty and fairness in the way I and
my colleagues are treated
• I am valued as a person and appreciated for my
contribution
Six Key Drivers at Virgin

43. • A sense of openness where I feel tuned in to
what’s going on and I am listened to
• I am being involved in decisions having some
autonomy in how I do my job
• A sense that the organisation is engaged in
something worthwhile and does what is right
Six Key Drivers at Virgin

44. Our Approach: People “Moments of Truth”
Recruitment
Induction
Probationary
Period
Performance
Management
Career
Development
Leadership
People
Mgt
Reward
Recognition
Environment
Way we do things
(Culture)
Well being
Internal
Comms
Post Employment

45. Doing something different

47. Our House
“Break Out”
Rooms designed
by staff

48. The Engagement Experience should
answer the following:
• Why should I join ?
• Why should I stay ?
• Why should I give of my best ?
• Why should I recommend the organisation as an employer
and business ?
• Why should I rejoin ?

49. • Its about “your” values and culture - should fit your
organisation not the engagement theory
• Its not just another initiative……. it’s the way we run
our business
• Keep it really simple - it’s the smallest things that
have the biggest impact
Key Messages

50. richard@enrich-hr.co.uk
Questions ?