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2017 UK Employee Engagement Conference in association with People Insight

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2017 UK Employee Engagement Conference in association with People Insight

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This is the collection of the majority of presentations shared to a captive audience in London on March 01, 2017. They cover UK finalists & winners of the coveted Employee Engagement Awards, as well as, thought leading experts in CX, Performance & Recognition.

This is the collection of the majority of presentations shared to a captive audience in London on March 01, 2017. They cover UK finalists & winners of the coveted Employee Engagement Awards, as well as, thought leading experts in CX, Performance & Recognition.

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2017 UK Employee Engagement Conference in association with People Insight

  1. 1. LONDON MARCH 01, 2017 THE 2017 EMPLOYEE ENGAGEMENT CONFERENCE IN ASSOCIATION WITH
  2. 2. THANK YOU TO OUR SUPPORTERS
  3. 3. TELL THE WORLD Wifi Cavendish WiFi Password: 12345cav Twitter #EmployeeEngagement & @ee_awards Facebook facebook.com/eeawards
  4. 4. JOIN BONFYRE 1. Download Bonfyre from the Google Play or Apple App store 2. Create an account using the same email you used for the conference 3. Verify your email for security purposes 4. Tap Join on the EE Awards Bonfyre 5. Introduce yourself in the chat feed! DON’T SEE BONFYRE AFTER CREATING AN ACCOUNT? 1. Open Bonfyre 2. Tap the search icon at the bottom 3. Search for UK Employee Engagement Awards 4. Enter passcode: AWARDS2017
  5. 5. v TOM DEBENHAM MANAGING DIRECTOR, PEOPLE INSIGHT
  6. 6. WHAT’S COMING NEXT? RUN ORDER – with breaks included  10.00am- Case Study: Virgin Trains  10.20am – Case Study: Lloyds Banking Group  10.40pm – Employee Engagement’s Impact on Customer Experience  11.20am – Case Study: PPL  11.40am – Case Study: Heathrow Airport  12.00pm – Case Study: Wales & West Utilities  12.20pm – Driving Performance  12.40pm – Dr. Bob Nelson  2.00pm – Panel: The Future of Employee Engagement  3.00pm – Case Study: First Bus  3.20pm – Case Study: Trustford  4.00pm – Workshop: Collborating on an Employee Engagement Standard
  7. 7. IN ASSOCIATION WITH
  8. 8. The 2016 Employee Engagement Company of the Year WINNER
  9. 9. IN ASSOCIATION WITH
  10. 10. FINALIST 2016 Employee Engagement Company of the Year
  11. 11. © 2017 Lloyds Banking Group plc and its subsidiariesConfidential BUILDING RATIONAL AND EMOTIONAL ENGAGEMENT IN THE WORKPLACE David Littlechild March 2017
  12. 12. LLOYDS BANKING GROUP Our Culture is defined by our Purpose, Vision and Values, helping us to create a low risk, customer focused, UK retail and commercialbank. Confidential © 2017 Lloyds Banking Group plc and its subsidiaries 1 3
  13. 13. CREATING A HIGHLY ENGAGED WORKFORCE Engagement alone is not enough to ensure great customer outcomes; we must energise colleagues and create the right environment for them to reach their full potential. Source: IBM High Performance Engagement Model Confidential © 2017 Lloyds Banking Group plc and its subsidiaries 1 4
  14. 14. Confidential © 2017 Lloyds Banking Group plc and its subsidiaries PROCESS ORIENTATED Focus: Engaging colleagues REQUIRES FOCUSED ATTENTION Focus: Prioritisation of key actions COMMITTED BUT NOT ENABLED Focus: Improve Processes / Infrastructure BUILDING SUSTAINABLE ENGAGEMENT HIGH PERFORMANCE ENGAGEMENT Focus: Continuous improvement HighPerformance ExcellenceLow Building high levels of rational and emotional engagement are important ingredients to delivering sustainable business results High EmployeeEngagement
  15. 15. DRIVING BEHAVIOURAL CHANGE It is important to provide line managers with the right skills, knowledge and information they need to support high quality team conversations and effective actionplanning. Confidential © 2017 Lloyds Banking Group plc and its subsidiaries 1 6
  16. 16. OUR RESULTS TO DATE We have continued to build high levels of emotional and rational engagement enabling us to make good progress to be the best bank forcustomers. Confidential © 2017 Lloyds Banking Group plc and its subsidiaries 1 7
  17. 17. © 2017 Lloyds Banking Group plc and its subsidiariesConfidential THANK YOU David Littlechild
  18. 18. IN ASSOCIATION WITH
  19. 19. The Impact of the Employee Engagement on the Customer Experience
  20. 20. Employee Engagement Matters! Aimee Lucas, CCXP CX Transformist & Vice President Temkin Group March 2017 How Employee Engagement Impacts Customer Experience
  21. 21. Copyright ©2017 Temkin Group. All rights reserved. CX Leaders have more engaged employees Base: 2,447 U.K. full-time employees Source: UK Employee Engagement Benchmark Study, 2017 CX same or worse than competitors CX significantly better than competitors CX leaders have 2.3X more engaged employees 28% 67%
  22. 22. Copyright ©2017 Temkin Group. All rights reserved. “You can design and create, and build the most wonderful place in the world. But it takes people to make the dream a reality.” - Walt Disney
  23. 23. Copyright ©2017 Temkin Group. All rights reserved. Is she an engaged employee?
  24. 24. Copyright ©2017 Temkin Group. All rights reserved. Engaged employees… • Understand the overall mission of the company • Feel the company provides the training and tools they need to be successful • Believe that the company asks for their feedback and acts upon their input
  25. 25. Copyright ©2017 Temkin Group. All rights reserved. The power of engaged employees Employees who are likely to do these things: Do something that is good for your company even if it is not expected of you Disengaged Employees Highly Engaged Employees Recommend that a friend or relative apply for a job within your company 16% 78% Make a recommendation about an improvement that can be made in your company 11% 60% 4% 65% +62 % pts. +49 % pts. +61 % pts. Base: 2,447 U.K. full-time employees Source: UK Employee Engagement Benchmark Study, 2017
  26. 26. Copyright ©2017 Temkin Group. All rights reserved. Which employees are most engaged? Senior Leaders Individual Contributors65% 35% Never Interact With Customers Always Interact With Customers 28% 48% Younger employees Older employees48% 39% Base: 2,447 U.K. full-time employees Source: UK Employee Engagement Benchmark Study, 2017
  27. 27. Copyright ©2017 Temkin Group. All rights reserved. Employee engagement virtuous cycle Great Customer Experience Engaged Employees Loyal Customers Strong Financial Results Lower Employee Turnover Prouder Employees Investment In Employees
  28. 28. Copyright ©2017 Temkin Group. All rights reserved. The Five I’s of Employee Engagement Inform Provide employees the information they need to understand what’s expected Inspire Connect employees to the company’s vision and values so they believe those matter Instruct Support employees with the training, coaching, and feedback they need to be successful Involve Take action with employees to improve processes, solve problems, and shape change Incent Deploy appropriate systems to measure, reward, and reinforce desired behaviors
  29. 29. Copyright ©2017 Temkin Group. All rights reserved. At CX Leading Companies, HR Is More Involved Base: 300 HR professionals who work in North American organizations with 1,000 or more employees Source: Benchmarking HR’s Support of CX and Employee Engagement To what degree are HR professionals involved in your organization’s customer experience initiatives? 4% 11% 38% 36% 11% 3% 5% 18% 30% 43% Not involved Involved in a small way Involved in moderate way Involved in a considerable way Significantly involved CX Leaders Other Firms
  30. 30. Copyright ©2017 Temkin Group. All rights reserved. You have to engage your employees! If you want engaged customers…
  31. 31. Copyright ©2017 Temkin Group. All rights reserved. Thank you! Aimee Lucas, CCXP CX Transformist & Vice President Temkin Group www.temkingroup.com Email: aimee@temkingroup.com Twitter: @Aimee_Lucas Visit our Employee Engagement Resources page: www.tinyurl.com/TGCXEE
  32. 32. Copyright ©2017 Temkin Group. All rights reserved. THANK YOU TO OUR SUPPORTERS
  33. 33. IN ASSOCIATION WITH
  34. 34. WINNER Employee Engagement SMB Company of the Year
  35. 35. Employee Engagement
  36. 36. 37
  37. 37. Who are PPL?
  38. 38. Who are PPL? 39
  39. 39. Drivers for Change
  40. 40. What we planned to achieve? 41 Focus on action planning, involving and communicating with staff Pay and benefits review. The number one cause of dissatisfaction & leaver motivation Review & enhance personal development & customer engagement
  41. 41. PPL’s Approach to Improve Employee Engagement
  42. 42. Benefits Review – Approach and Findings 43 Young demographic Equal split of male and female 84% Not aware of monetary value of benefits Our benefit offering was appropriate for a middle aged, married male with children.
  43. 43. Benefit Changes 44 Launched online benefits platform and host monthly benefits inductions Weekly fruit baskets implemente d Contribution up to £120 towards a music related activity Increased holiday with length of service
  44. 44. Why improve Internal Communications? 45 No internal voice Lack of Technology 49%“Communications are good between different teams and departments” Promote cross- departmental interaction
  45. 45. Internal Communications Changes 46 Unifying PPL’s Internal Voice Create an Internal Communication Platform PULSE Your Voice. Our Stories. Bringing PPL together
  46. 46. Internal Communications Changes 47 Social Committee formed with regular events Theme PPL Comms Events Comms Day is now a consistently excellent event that we are really lucky to have. I think all involved can be very proud of it!
  47. 47. 48 Enhance Development Customer Engagement Implement new e-learning system Development Album Improve Quality monitoring processes
  48. 48. • Tailor offering to workforce demographics and passions • Continually communicate back to employees how their feedback has shaped improvements • Greater focus on coaching and development 49 Key Learnings Good feedback is the key to improvements
  49. 49. Impact
  50. 50. Results 51 Increased Survey Results Increased Revenue 74% 77% 81% 68% 72% 76% 80% 84% 2011 2013 2015 Overall Employee Engagement Score Improved Engagement Results
  51. 51. Any questions?
  52. 52. IN ASSOCIATION WITH
  53. 53. WINNER Employee Engagement Enterprise Company of the Year Award
  54. 54. Welcome to Heathrow Jane Smith – Head of Performance and Engagement Heathrow Airport Ltd
  55. 55. Heathrow’s Engagement Journey  Facts about Heathrow Airport  Where our Journey started - the case for change  It’s all about Mojo!!  How it’s making a difference?  The next steps in our Journey  Mojo in action
  56. 56. Facts about Heathrow…UK’s gateway to the world
  57. 57. Our passengers
  58. 58. RegulationFinancials
  59. 59. • World's best airport terminal (T5) fifth year in a row • Best airport in Western Europe - second year in a row • World's best airport for shopping - for the seventh year • Best Major Airport in Europe 2015 and 2016 • Eco Innovation Award 2015 Heathrow’s World Class Service • Carbon Trust Award in 2016- four certifications- First airport and fifth organisation in the world Our Successes
  60. 60. Interesting facts in our retail operation
  61. 61. Where our Journey started the case for change Key challenges with engagement had arisen from a multitude of reasons:  Change of ownership and a previous public sector culture with a strong TU voice to a more resilient and commercially focused business  ‘Snow gate’ – a heavier than anticipated snow fall led to closure of the airport and significant reputational damage  Sale of all other airports as required by the Competition Commission  Refocusing the airport towards giving excellent service at all stages of the passenger journey including through security  Colleagues having great pride in working at Heathrow but with little emotional connection and responsibility for the business outcomes  Historical poor engagement survey response levels and results
  62. 62. 2013 results
  63. 63. 65
  64. 64. Our promise to colleagues: • Wanting 80% of colleagues to believe that Heathrow’s a great place to work. • Helping our people fulfil their potential and work together to lead sustainable behaviour change with energy and pride. • We work with colleagues to be proud of where we are, excited and challenged by our environment. • Building teams that people admire, want to join, and provide great career opportunities supported by some of the best development. It’s all about the Mojo!!
  65. 65. Purpose & Values We started with the end in mind……………………. • Our Exec went though Purpose and Values workshop • Cross-functional Purpose and Values leadership teams convened • We shared the work going on with the business • We held Focus groups across the business • We engaged a high level of colleagues 1,015 people • The end point ….our new Purpose and Values • We then trained 992 Leaders
  66. 66. “They said we did…” We did: Listened to your views through focus groups across the company. And subsequently: - Developed a new voluntary benefits package - Advantage - Overhauled the Heathrow Star recognition scheme - Launched a new Share in Success scheme - Introduced the Deal “We want to be rewarded and recognised for a job well done” Reward point card Saver Plan Recognition scheme Benefit Scheme Psychological Contract Performance approach
  67. 67. What’s going well?
  68. 68. • Heathrow partners ‘Life Time achievement’ award • Our Calendar of event - our officially birthday • Duke of Edinburgh - Diamond Anniversary fit bit challenge has created a great ground swell of activity and Community spirit • Our new Induction and on-boarding - over 350 new colleagues attended in 2016 • Well being is now a hot topic -‘Being well’ calendar has been positively received. Also experiencing new Mindfulness room in Compass center • Trial of massage chairs in the terminals… “First of all thanks for sending the massage chair to - Terminal 4. We have put the massage chair in the main - security rest room and all the colleagues are using - the chair. All the feedback from the security officers - has been very positive.” - Ash Sharma, T4 Health & Safety Lead What else do we do?
  69. 69. Heathrow’s World Class Service Passengers who rate their experience through Heathrow as ‘very good’ or ‘excellent’: 2007 2016 47% 82% T5 opens T3 & T4 upgraded London 2012 T1 closesT2 opens
  70. 70. 71% 77% 72% 3% 65% 65% 80% 80% 80% 2013 2018 2014 2015 2016 2017 2018 60% 70% 80% Stretch % respondents who strongly or slightly agree 2014 supporting KPI: “I am proud to say I work at Heathrow” Top KPI: “Heathrow is a great place to work” 2014 entry level target for new KPI. No actuals available KEY Actual Target Outturn at Sep-15 V6.0 Colleague engagement KPI– “Great place to work” 80%
  71. 71. Next Steps in our Journey …. Using technology Increase our culture of open dialogue “Building confidence that feedback is listened to and acted upon” Greater connection between our colleagues & passenger experience “Where a service culture will flourish” Build a more Empowered culture built on trust and recognition “Building belief in our future together” Digital platforms will help provide real- time feedback More meaningful connection between colleague & passenger feedback Greater freedom to make a difference and ‘speak up’ about our change Extending our Passion for Mojo!
  72. 72. Mojo in Action All 2Gether Now video 24,000 people from over 160 organisations are keeping Terminal 2 running smoothly every day. All together. Watch the video below http://heathrow.kulu.net/view/By1jl7OvI5Z
  73. 73. IN ASSOCIATION WITH
  74. 74. Employee Engagement Employer Brand Award HIGHLY COMMENDED
  75. 75. Sarah Hopkins People & Engagement Director EE Conference March 2017 CONNECTING WITH COLLEAGUES
  76. 76. Who are Wales & West Utilities? • Regulated gas distribution business with around 35,000 kilometres of gas pipes covering Wales and the south west of England • Our network covers 1/6th of the UK, taking care of 2.5 million gas supply points in homes and businesses, covering a catchment area with 7.5 million people. • Responsible for the Gas Emergency Service, new connections, replacement of ageing gas pipes and maintenance of our network • Directly employ 1,380 people and have a contractor workforce of circa 600
  77. 77. What will I be talking about today? • How and why we developed our business priorities and values • Our engagement programme to launch, embed and develop our priorities and values • How our engagement strategy has contributed directly to great results – both internally and externally
  78. 78. People power • We work in a highly specialised, regulated environment with a diverse workforce – ranging from new colleagues to those with 45 years experience • To help us achieve our current and future goals, we know that we need to engage with all colleagues, providing clarity for now and the future • Colleagues must be clear on our business strategy – where our business is heading and how we must deliver. Critically they must understand their role in helping us achieve this • Following extensive feedback to review existing levels of colleague engagement in our business strategy, we decided to make some important changes…
  79. 79. Refreshing our business strategy • Acting on feedback – we reformulated our refreshed business strategy based on the things that really matter to our key stakeholders • Consultation and collaboration were at the heart of developing this work • Using a mix of inputs from our business plan, key stakeholder interactions and in-depth consultation with over 600 colleagues via surveys, workshops and interviews… • …we are were able to launch our refreshed business strategy- and our engagement programme ‘Moving forward together’ with complete confidence
  80. 80. Making our strategy accessible and engaging • Our approach was to make sure that our business strategy became engaging and accessible • Created an internal brand to make communications more appealing and inspire a stronger internal identity for everyone – a personality! • Internal brand strategy is to use more informal language and tone of voice to make our messages easy to understand and consistent • Refreshing our internal communications channels to allow better ‘connections’ – a new team briefing process and a social intranet
  81. 81. Our ambition, priorities and values
  82. 82. Engagement and comms programme • We began with senior management workshops to inspire our leaders to effectively engage their own teams • Interactive sessions and a colleague cascade pack made sure our leaders were fully equipped and supported to communicate this work successfully and create aligned departmental actions plans… • Followed this up with a series of company-wide Roadshows – led by our Executive team with interactive round table discussions and Q&As
  83. 83. Engaging colleagues • Articles from our Chief Executive and Chairman A ‘view from the top’ on the importance of this work • Also showcasing some ‘Everyday Heroes’ – colleagues who bring to life our values by the way they work with each other • Followed by a bespoke ‘Moving forward together’ microsite Blogs, Q&A’s and materials • All managers uploaded their team action plans so everyone could share ideas • And continued by: • Refreshed communications channels • Quarterly roadshow programme • Focus on values and behaviours • Programme of 19 roadshows around our geography • Overview of our ambition, priorities & values in a series of ‘Moving forward together’ newspapers
  84. 84. Our values 89 • Further developed in 2016 • Values campaigns by quarter – key communications and initiatives • Colleague Ambassador nominations • We Bring Energy – 85 nominations, 6.1% • We Take Pride – 123 nominations, 8.9% • We Put Customers First – 265 nominations, 19.2% • We Work as a Team – 270 nominations, 19.5%
  85. 85. Our behaviours • Next came a review of our behavioural competency framework • Taking direct quotes from the colleague action plans… I treat my customer’s homes as if they were my own I say thank you I strive to be the best I can be at work • … and working with our trade unions and a management group to refine them • Behaviours training based on neuroscience for our managers • Developing the new framework and creating a buzz around the launch…
  86. 86. Living our values movie premiere 91 Movie Premiere
  87. 87. So what ? • It’s getting us great results – BITC Cymru ‘Responsible Business of the Year’ 2016 – Highly Commended Colleague Engagement Strategy 2015 and Employer Brand 2016  – Strong internal scores from Institute of Customer Service • 84% on basket of measures – In the top 6 UK companies for customer service – ICS all sectors – Really positive auditor feedback – Colleague engagement improved from 78% to 84% in 12 months • It underpins everything – Recruitment and development – Customer service – Recognition and reward – Our approach to wellbeing 9292
  88. 88. The future …. • Updating our internal communications channels to reflect our progress • Changing all of our recruitment programmes to recruit for values • Testing our engagement programmes and plans against generational ‘personas’ • More focus on social collaboration and expanding internal social networks • Aiming for Investors in People accreditation …. And an EE win next year !!!!
  89. 89. Get in touch If you are interested in talking to us or collaborating – please get in touch: Sarah Hopkins, People & Engagement Director, Wales & West Utilities Email - sarah.hopkins@wwutilities.co.uk Twitter – @sasshop
  90. 90. IN ASSOCIATION WITH
  91. 91. Driving Performance
  92. 92. helping the business world to think, prepare and perform like elite athletes high performance, engagement & the boulevard of broken dreams
  93. 93. whotrusts us? www.planetk2.com …because talent is not enough
  94. 94. human performance experts www.planetK2.com …because talent isnot enough • high performancearenas • rooted in science, research & application • the art of performance • shared expertise approach
  95. 95. truth and honesty www.planetK2.com …because talent isnot enough “Today’s trend is to label every successful team as high performance. Whilst these teams must be recognised for their success a high performance team isuniquely different. Use the words too loosely and they will lose their power as did empowerment, participative management andquality”
  96. 96. performance & results www.planetK2.com …because talent isnot enough performance means doing the things you need to do to get the results you want
  97. 97. human performance experts www.planetK2.com …because talent isnot enough performance results ✓ ✓ ✓ ✗ ✗ ✓ ✗ ✗
  98. 98. out of the darkness www.planetK2.com …because talent isnot enough • stop chasing engagement • stop owning engagement • stop asking happy questions
  99. 99. into the light www.planetK2.com …because talent isnot enough • take performance seriously • everyone’s their own performanceexpert • rituals that matter
  100. 100. the performance room www.planetK2.com …because talent isnot enough
  101. 101. thank you www.planetK2.com …because talent isnot enough keithh@planetK2.com 07831 704319 www.theperformanceroom.co.uk www.planetK2.com/blog twitter: @planetK2
  102. 102. IN ASSOCIATION WITH
  103. 103. LUNCH – 60 MINUTES
  104. 104. Dr. Bob Nelson
  105. 105. IN ASSOCIATION WITH
  106. 106. Creating a Global Employee Engagement Model #EEModel
  107. 107. Creating a Global Employee Engagement Model #EEModel Kimberly Abel-Lanier Vice President, General Manager CultureNext
  108. 108. What we’ll cover today: Why a Global Standard is Important The World is Changing…and Work is Changing Creating a Global Employee Engagement Model How You Can Inform the Model Creating a Global Employee Engagement Model #EEModel
  109. 109. Why is a Global Standard Important? #EEModel
  110. 110. Engagement by the numbers #EEModel Only of employees believe leaders listen to and care about employees 12% 2011 Maritz Poll
  111. 111. Engagement by the numbers #EEModel of employees are not engaged in their work 17% 2014 Maritz Poll
  112. 112. Engagement by the numbers #EEModel Only of employees believe leaders listen to and care about employees 65% 2016 Aon Hewitt
  113. 113. Engagement by the numbers #EEModel Meaning nearly employees around the globe are not able to reach their full potential 35% 2016 Aon Hewitt
  114. 114. A Clear and Important Need #EEModel 2015 Human Capital Trends by Deloitte reported: Culture & Engagement are among the most important needs for HR leaders
  115. 115. A Clear and Important Need #EEModel 2016 Human Capital Trends by Deloitte showed: Culture & Engagement are still a top trend, and there’s a need to define the relationship between the two
  116. 116. The World is Changing… and Work is Changing #EEModel
  117. 117. The World is Changing…and Work is Changing Rise of multinational companies 5 generations in the workforce Virtual employees Technology Flexible schedules #EEModel Complexity. Velocity. Convergence. Sustainability. Connectivity.
  118. 118. Current Models for Engagement #EEModel
  119. 119. Consultant Models Academic Models Practitioner- influenced Models …and you! A Balanced Approach #EEModel
  120. 120. The Dimensions of Engagement Creating a Global Employee Engagement Model #EEModel
  121. 121. Creating a Global Employee Engagement Model Values Mission Meaningful Work #EEModel
  122. 122. Creating a Global Employee Engagement Model Physical Environment Total Rewards Benefits & Perks Work Content Processes & Practices Innovation #EEModel
  123. 123. Creating a Global Employee Engagement Model 5 Generations Multi-Culturalism Productive Relationships Communications Onboarding #EEModel
  124. 124. Creating a Global Employee Engagement Model Skills Leadership EQ Career Advancement Actualization of Purpose #EEModel
  125. 125. Creating a Global Employee Engagement Model 360º Feedback (Peers, Leaders, Customers) Recognition Rewards Self-Reporting #EEModel
  126. 126. Creating a Global Employee Engagement Model Brand Ambassadors eNPS Referrals #EEModel
  127. 127. Creating a Global Employee Engagement Model Health Growth Mindfulness Happiness #EEModel
  128. 128. Viewing Engagement in a Bigger Context #EEModel
  129. 129. 5 Generations Multi-Culturalism Gender Lifestyles Flourishing People #EEModel
  130. 130. Growth Human Capital Culture Results Flourishing Companies #EEModel
  131. 131. Financial Markets Governments Market Factors Sustainability Flourishing World #EEModel
  132. 132. #EEModel
  133. 133. Model Creation Timeline #EEModel 2016 June 2016 Initial draft of model 2017 July – December Socialize with Academics July – December Socialize with Practitioners January – December Research Candidates Spring Update & Launch Model Fall/Winter Finalize Model 2018 2018 Launch Certification Program
  134. 134. I’dliketotakethesurveyand weighinonthemodel I’dliketoparticipateinaninterview I’dliketohelpontheEngagement Modelteam I’dlikemycompanytobea researchcandidatetotestthe model Havemycontactinformationatthe bottomoftheslideforthemto reachoutto:email,cell phone,etc. Categories and judging standards for Awards Tools to develop engagement strategies Certification and education programs Content at future conferences Measurement models A Global Standard will inform: #EEModel
  135. 135. What we covered today: Why a Global Standard is Important The World is Changing…and Work is Changing The Dimensions of Employee Engagement Creating a Global Employee Engagement Model #EEModel
  136. 136. Creating a Global Employee Engagement Model #EEModel Share your thoughts by taking the survey: go.maritzmotivation.com/EEModelSurvey For questions contact: Kimberly.abel@maritz.com
  137. 137. This model is for you. Please help inform it. Thank you! Creating a Global Employee Engagement Model #EEModel
  138. 138. IN ASSOCIATION WITH
  139. 139. COFFEE BREAK
  140. 140. WINNER Employee Engagement Unsung Hero Award
  141. 141. 1 March 2017 Ant Green – Unsung Hero 2017 Our not-so-Unsung Hero Ant Green – Employee Director, First Bus (Essex) Hayley James – Internal Comms Lead @haylo_pr
  142. 142. 1 March 2017 Ant Green – Unsung Hero 2017 Our winner…. 167 Ant collected top prize at this year’s Employee Engagement Awards 2017. First Bus was also shortlisted for the Best Use of Tech for our First Aberdeen Colleague App.
  143. 143. 1 March 2017 Ant Green – Unsung Hero 2017 About Us – FirstGroup plc ▪ We provide train, bus and transit services in the UK and North America ▪ We have 110,000 employees across the Group ▪ We have revenues of approximately £5bn a year ▪ We carry around 2.2 billion passengers a year ▪ We operate, manage or maintain combined fleets of 69,000 vehicles ▪ We have five divisions − First Bus − First Rail (Great Western, Hull Trains, Transpennine Express) − First Student − First Transit − Greyhound 168
  144. 144. 1 March 2017 Ant Green – Unsung Hero 2017 About Us – FirstGroup plc 169
  145. 145. 1 March 2017 Ant Green – Unsung Hero 2017 About us – First Bus ▪ 17,500 employees: 13,500 drivers and supervisors ▪ 15 businesses including Aircoach (Ireland) and First Travel Solutions (B2B) ▪ 1.6m customers a day, most popular form of public transport ▪ 6,200 buses ▪ We have about 20% of the total bus market in the UK ▪ Each ‘OpCo’ has an elected Employee Director (separate to the TU) 170
  146. 146. 1 March 2017 Ant Green – Unsung Hero 2017 About us – First Essex ▪ Formerly part of First Eastern Counties ▪ Split into separate Operating Companies 2014 ▪ Employs around 1000 drivers, engineers and support staff ▪ Essex has five depots: Basildon, Chelmsford, Clacton-on-Sea, Colchester, Hadleigh ▪ Ant stood for election in September 2014 171
  147. 147. 1 March 2017 Ant Green – Unsung Hero 2017 Challenges ▪ Hard to reach workforce ▪ High levels of disengagement ▪ No budget ▪ Outdated role profile ▪ Employee Director culture ▪ Allocated one day per week… can he really make a difference? 172
  148. 148. 1 March 2017 Ant Green – Unsung Hero 2017 What Ant did ▪ Made the role his own while reflecting expectations of his colleagues ▪ Spends own time creating materials, visiting depots and reporting back to the Leadership Team about the views and opinions of colleagues. ▪ Promoted his visits using traditional channels (posters and notice boards), as well as a blog which since being set up in 2015 has received over 1000 views. ▪ Took a proactive role in the staff survey. − He got out and about right across the business to help encourage colleagues to complete the survey − Demonstrated the ease of access for colleagues to have a say on the things that mattered to them − Promoted the donation to Prostate Cancer UK 173
  149. 149. 1 March 2017 Ant Green – Unsung Hero 2017 What Ant did ▪ Focused on the issue of safety: affects everyone at First and front line colleagues see and feel every day ▪ Became a Be Safe ambassador; a recognised face championing safety and ‘one of us’ ▪ Set up a blog and regularly posts insights into his role, the things he’s up to and how he’s supporting his constituents − Organic with no IC support ▪ Regularly shadows drivers on ‘run outs’ and ‘run ins’ demonstrating our ‘supportive of each other’ value ▪ Continues to bring employee voice direct to the leaders of the business. Reports back to the leadership so they understand the ever changing landscape the drivers work in outside the depot. 174
  150. 150. 1 March 2017 Ant Green – Unsung Hero 2017 What Ant did
  151. 151. 1 March 2017 Ant Green – Unsung Hero 2017 Outcomes ▪ Your Voice 2015 staff survey response rate at 81% (20% the previous year). − Breaking News: 85% in 2017 ▪ Engagement scores went up two percentage points from the 2014 survey and was three percentage points higher than the First Bus UK average. ▪ Ant’s approach to being Employee Director being built into a wider framework for FirstGroup. ▪ Role change, he’s become a full time Be Safe Ambassador and trainer for the division 176
  152. 152. 1 March 2017 Ant Green – Unsung Hero 2017 Summary ▪ Driving a bus has never been more difficult, with city centre roadworks, pedestrianisation of town centres and increasing numbers of cars and motorbikes on the road ▪ Drivers in particular are the text book hard to reach group, engineers aren’t far behind ▪ Ant ensures drivers and engineers are heard at the top of the business so decisions are taken with front line colleagues in mind ▪ He advocates the things that matter, takes responsibility for his own communication and supports the corporate initiatives that he feels make a genuine difference to the lives of colleagues ▪ He does it for the love of the job – an unsung hero until we shouted about him 177
  153. 153. 1 March 2017 Ant Green – Unsung Hero 2017 He’s an Unsung Hero in good company….. 178 Tony Clegg, Driver and Employee Director – Greater Manchester, Highly Commended, 2016 Joanne Spagnol, Team Performance Manager, Winner 2015
  154. 154. IN ASSOCIATION WITH
  155. 155. Best Use of Technology Award HIGHLY COMMENDED
  156. 156. The Best Use of Technology
  157. 157. ABOUT TRUSTFORD Many sites throughout the UK and Channel Islands. Wholly owned by Ford Motor Company and operating as an independent dealer group with its own board of directors and operating strategies, TrustFord is part of the Ford Retail Group which also owns and operates TrustFirstParts. Accredited as one of the Sunday Times Top 30 Companies to work for, TrustFord operates a network of 65 dealership sites throughout the UK and Channel Islands. It employs 3,500 staff all of whom are focused on Driving the Standard in Customer Care.
  158. 158. THE PROBLEM OVER 3,000 PEOPLE 65 LOCATIONS MANY DIVERSE ROLES MANY DIFFERENT PLATFORMS CAUSING INCONSISTENT & UNTIMELY COMMUNICATION THIS HINDERED OUR ATTEMPTS TO GROW, INSPIRE & DEVELOP OUR PEOPLE FEW COLLEAGUES COULD EASILY ACCESS INFORMATION & TAKE UP OPPORTUNITIES
  159. 159. THE PEOPLE THE PROJECT WAS INITIATED BY TRUSTFORD HR DIRECTOR, SHARON ASHCROFT. ALSO INVOLVED IN THE PROJECT WERE: VICKY THORNTON – TRUSTFORD EMILY TURNER – TRUSTFORD BECKI ROBERTSON – TRUSTFORD AND MANY OTHER TRUSTFORD COLLEAGUES
  160. 160. THE AMBITION “Part of our company Ambition is to stay ahead in a changing world by investing in innovative technology and one of our strategic goals is to foster a spirit of innovation.’’
  161. 161. THE SOLUTION TRUSTFORD CONNECT – CONNECTING ALL TRUSTFORD COLLEAGUES, IN ALL LOCATIONS, IN AN ACCESIBLE AND FAMILIAR MANNER.
  162. 162. SCOPING IT OUT TRUSTFORD CONNECT WAS SCOPED OUT SELECTING A SERIES OF FEATURES THAT ACTED TO RESOLVE THE ISSUES. HR documents Onboarding Documents Company Information Contacts News & Social Calendars Training & Development Awards & Benefits Two Way Engagement
  163. 163. TRUSTFORD CONNECT TRUSTFORD CONNECT WAS POSITIONED ENTIRELY AS ’THE COLLEAGUES APP’. EASY TO USE, COLLEAGUES LOG IN TO A ‘CENTRAL HUB’ GIVING THEM THE ABILITY TO ACCESS ALL THE INFORMATION THEY NEED, MEANING ANYONE ANYWHERE CAN ACCESS CONISTENT CONTENT AT ANY TIME OR ANY PLACE.
  164. 164. KEY FEATURES LATEST NEWS, UPDATES & SOCIAL MEDIA COMPANY CONTACT DIRECTORY AWARDS AND BENEFITS INTERNAL VACANCIES EMPLOYEE JOB INFORMATION PUSH NOTIFICATIONS
  165. 165. EXAMPLE CONTENT ALSO INCLUDED WERE MANY OTHER KEY DOCUMENTS, FORMS AND PROGRAMMES, INCLUDING: EMPLOYEE HANDBOOK COMPANY POLICIES PAY AND BENEFITS DEPARTMENTAL INFORMATION CONTACT DETAILS & LOCATIONS PEOPLE NEWS IGNITION MAGAZINE INTERNAL COMMS POSTERS KEY COMPANY INFORMATION
  166. 166. GO LIVE! Whether you’re at work or at home, keep in touch with us with your brand new Connect app - it’s everything you need in the palm of your hand. To download, simply visit www.employeeapp.co.uk/ trustford/gettheapp/ on your smartphone or scan the QR code below. Ask your manager for more details on how to download. Connect with us! MONDAY 4TH JANUARY 2016 POSTER CAMPAIGNS DISTRIBUTED THROUGHOUT ALL LOCATIONS AND SITES. TEXT MESSAGE CAMPAIGN SENT OUT TO ALL EMPLOYEES WITH INSTRUCTIONS TO DOWNLOAD AND LINK TO DOWNLOAD PAGE.
  167. 167. RESULTS 74% of General Managers. 79% of Dealership Secretaries. The number of active users continues to grow. Pages with the most hits include: ‘Holiday Requests’ ‘Privilege Scheme Rules’ ‘‘Our Awards Winners and Finalists’ ‘Our Diamond Event Announcement’ ‘Benefits & Discounts’ ‘Awards for Excellence’ ‘Refer a Friend’. Schemes had previously been difficult to access. Users actively seek involvement in the rewards and recognition programmes.
  168. 168. THE NEXT STEP KEEPING IT FRESH WITH CONTINUOUS IMPROVEMENTS VERSION 2 IS SET TO HAVE PLENTY OF NEW & ENGAGING FEATURES, INCLUDING: LONG SERVICE AWARDS MESSAGE BOARDS MOOD BOARDS NOMINATION BUTTONS SEARCH FACILITY NEW SURVEY FEATURES THANK YOU CARDS PAYSLIPS PUSH NOTIFICATION SCHEDULING CMS IMPROVEMENTS MANDATORY READ TICK BOXES PERSONAL INFORMATION
  169. 169. IN ASSOCIATION WITH
  170. 170. IN ASSOCIATION WITH
  171. 171. PANEL DISCUSSION : THE FUTURE OF EMPLOYEE ENGAGEMENT
  172. 172. Malcolm Cotterell, DS Smith THE PANEL Joanna Martorana, Engage & Grow Tony Latter, Happiness Index Lisette Nicholson Hive HR Ruth Dance, The EEA
  173. 173. v FINAL THOUGHTS TOM DEBENHAM, PEOPLE INSIGHT
  174. 174. DRINKS AT THE CAVENDISH powered by THE EEA
  175. 175. IN ASSOCIATION WITH

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