David MacLeod Keynote

1. Engage For Success
Motivate Europe Live
22nd April 2015

2. 2
KEEP IT SIMPLE….
‘A workplace approach designed to ensure that
employees are committed to their organisation’s
goals and values, motivated to contribute to
organisational success and able at the same time
to enhance their own sense of wellbeing.’
Professor David Guest
‘It’s the people, stupid!’
with apologies to James Carville

3. 3
AN EXAMPLE OF ACTIVE DISENGAGEMENT:

4. MEGATRENDS ACCORDING TO HAY THAT SHOULD KEEP
US AWAKE AT NIGHT
Economic power is shifting to Asia, creating fearsome competition
Demographic pressures are escalating the war for talent
Deteriorating environmental conditions are putting financial
stressors on organisations
Freedom of choice is eroding loyalty
Boundaries are blurring between private and working lives
Nanotechnology and biotechnology are merging, triggering the
sharpest tech shift in history
4

5. LABOUR MARKET TRENDS THAT SHOULD KEEP US
AWAKE AT NIGHT
ACCORDING TO THE GUVNOR….
Powerful demographic forces, notably the aging of the workforce, increases in
longevity and rising participation of women in the workforce
How globalisation and new technologies are splitting production chains across
companies and across borders.
How financial risk is steadily being shifted to employees from both employers
and the state through changes to the structure of pensions and benefits,
reduced job security and evolving labour market institutions, including the
union movement
The sharp reduction in the employment share of middle skilled jobs, relative to
more and less skilled jobs - so called job polarisation.
Speech to the TUC Congress, 9 September 2014 by Mark Carney,
Governor of the Bank of England
5

6. BE VERY AFRAID…..
‘Reform and opening up in the past three decades have
delivered better livelihoods for the Chinese people. And
reform and opening up remain key to realise
modernisation.
To achieve this goal, we need to stay the course on
market oriented reform, energise the market, motivate
the people, bring out their ingenuity and open China still
wider to the outside world.’
Li Keqiang, Premier of the People’s Republic of China, article in the
Times, 16 June 2014
6

7. THE RISE OF BIG BROTHER DATA
‘The first machine age gave rise to the modern discipline of
management: companies hired armies of managers to co-ordinate
the workers who operated the machines, and to organise supply
chains and distribution systems.
The second machine age will reconfigure the discipline: much of
the work of bosses, from analysing complex data to recruiting staff
and setting bonuses, will be automated.
Executives will increasingly focus on the two things that humans
can still do better than machines – motivating the troops and
producing game changing thoughts.’
Andrew McAfee, Massachusetts Institute of Technology
7

8. THE BIGGER PICTURE
28/04/2015 ENGAGE FOR SUCCESS 8
The context for WHY Employee Engagement is critical:
The 20th Century model was “Business as Usual”.
MAKE EFFICIENT – aligned but not engaged, central
direction, command and control.

9. Linkages to Employee Engagement

10. THE CASE FOR ENGAGEMENT
28/04/2015 PRESENTATION TITLE IN FOOTER 10

11. 11
KEY ENABLER 1: STRATEGIC NARRATIVE
Strong, visible, empowering leadership provides a strong strategic
narrative about the organisation, where it’s come from and where it’s
going.
This gives a line of sight between the job and the organisation’s vision.
The story is communicated clearly, consistently and constantly.
The past You are here The future

12. 12
KEY ENABLER 2: ENGAGING MANAGERS
They:
focus their
people, offer
scope and enable
the job to get
done
treat their people
as individuals
coach and stretch
their people

13. 13
KEY ENABLER 3: EMPLOYEE VOICE
There is employee voice throughout the organisation, for reinforcing and
challenging views; between functions & externally; employees are really
seen as your key asset – not the problem.

14. 14
KEY ENABLER 4: INTEGRITY
There is organisational integrity – the values on the wall are
reflected in day to day behaviours.
These expected behaviours are
explicit and bought into by staff.
Keep it real – staff see through
corporate spin quicker than
customers or the public.
Integrity enables trust: no
engagement without trust

15. TRANSACTIONAL OR TRANSFORMATIONAL?
Transactional engagement
>A set of activities or targets
>Usually focussed around a survey
Transformational engagement
>Employees integral to developing and delivering the
business strategy
>Requires deep belief in the power of people to contribute
- new and creative products/services
- outstanding customer/client service and efficiency
>A belief that our people are the solution, not the problem

16. THE FOUR ENABLERS OF ENGAGEMENT
28/04/2015 ENGAGE FOR SUCCESS 2012 16

17. LOGIC FLOW: Summary
Socio/Economic forces are
driving change in the
workplace
• Talented people won’t join or
will leave
• Reputational damage
• Funders
• Media
The attitudes you need
The themes to embrace
The attitudes and approaches
these organisations adopt
The outcomes they achieve
IF COPING
POORLY;
IF COPING WELL;
ABILITY OF MANAGEMENT TO COPE WITH,
AND HARNESS, THESE FORCES WILL
BECOME
VERY TRANSPARENT

18. NOBODY SAID IT WAS EASY……..
Poor management could be costing UK businesses over
£19.3bn a year in lost working hours
43 per cent of UK line managers rate their own managers
as ineffective
Four fifths of workers don’t think their manager sets a
good moral example.
Less than one fifth are aware of their organisation’s
values
Two thirds of employers give either no training or
inadequate training to new managers
18

19. 19
Task Force Launch

21. Lord O'Donnell, Former Head of Home Civil Service
Marc Bolland, CEO, M&S
Mark Elborne, CEO, General Electric, North Europe
Sir Martin Sorrell, CEO, WPP
Martin Temple, Chairman, EEF
Moya Greene, CEO, Royal Mail
Nigel Stein, CEO, GKN
Paul Drechsler, Chairman, Teach First
Peter Cheese, CE, CIPD
Sir Peter Housden, PS for Scotland
Peter Rogers, CEO, Babcock
Peter Sands, CEO, Standard Chartered
Peter Searle, CEO, Adecco Group UK & Ireland
Richard Baker, Chairman, Whitbread
Ronan Dunne, CEO , O2
Rona Fairhead, formerly Group CE, FT.
Simon Walker, Director General, IoD
Sir Stephen Bubb, CE, Acevo
Stephen Howard, Chief Executive, BITC
Steve Elliott, Director General, CIA
Steve Mogford, CEO, United Utilities
Tim Melville-Ross, Chairman, HEFCE
Tim O’Toole, CEO, First Group
Will Hutton, Executive Vice Chair, Work Foundation
Sir Win Bischoff, formerly Chairman, Lloyds Banking
Group
Adam Balon, Innocent
Adam Crozier, CEO, ITV
Alex Gourlay, CEO, Alliance Boots
Amyas Morse, Auditor General, NAO
Andy Harrison, CEO, Whitbread
Anthony Jenkins, CEO, Barclays
Dame Barbara Stocking, CEO, Oxfam
Barbara Frost, CE, WaterAid
Francis O’Grady, General Secretary, TUC
Carolyn Downs, CE, Local Govt Assoc
Charlie Mayfield, Chairman, JLP
Chris Browne, MD, Thomson Airways
Ian King, CEO, BAE
Ian Powell, Chairman & Senior Partner, PwC
Jane Wilson, CE, CIPR
John Cridland, Director General, CBI
John Hannett, General Secretary, USDAW
John Neill, Group CE, Unipart
John Walker, Chairman, FSB
Karen Boswell, MD, East Coast Rail
Engage for Success Sponsors

22. Senior leaders breakfast summit
L TO R: Mark Elborne, CEO, North Europe GE; Ronan Dunne, CEO O2; Tanith Dodge, HR Director, Marks &
Spencer; Sir Win Bischoff, Chairman Lloyds Banking Group; Nick Creswell, VP, Technology Thomson Reuters; Andy
Harrison, CEO Whitbread; Frances O'Grady TUC; Martin Donnelly, BIS Permanent Secretary; Neil Bentley Deputy
Director General CBI; Ian Powell Chairman and Senior Partner PwC; Rob Devey CEO UK & Europe Prudential; Ian
King CEO BAE Systems; Richard Baker Chairman Virgin Active; Barbara Frost CEO Water Aid; Peter Cheese CEO
CIPD; Bernadette Malone CEO Perth and Kinross council; Marc Bolland CEO Marks & Spencer; Justin King CEO
Sainsbury's; Eric Collins Managing Director Nampak; Steve Mogford CEO United Utilities; David Evans Chairman
and CEO Grass Roots Group; Nita Clarke and David MacLeod, Co-Chairs of the Task Force

23. 28/04/2015 ENGAGE FOR SUCCESS 2012 23
www.engageforsuccess.org
info@engageforsuccess.org
@engage4success
ENGAGE FOR SUCCESS