Engaging For Success
IoIC Conference
13th May 2011
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Our report
 A report to Government
 About engagement
across the UK economy
 About engagement for
performance
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What we did
 What is employee engagement?
 Does it matter?
 What Enables it?
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What is Engagement?
“A workplace approach designed to ensure that employees
are committed to their organisation’s goals and values,
motivates to contribute to organisational success and able
at the same time to enhance their own sense of wellbeing.”
Professor David Guest
Not about………
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An example of active disengagement:
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Does it matter?
 For The Organisation
– Better Outcomes in The Public Sector
– Better Financial Performance
– Higher Levels of Innovation and Advocacy
 For The Individual
– Higher Levels of Wellbeing
– A More Satisfying Workplace
 Through The Recession
– Together Continuing To Build to a Better Future
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An issue
LEVEL 1 – TRANSACTIONAL; We act on employee feedback through surveys
Compartmentalised Thinking
SERVICES AND
SECTOR STRATEGY
STRATEGY FOR:
IT; ESTATES;
CAPITAL ETC
EMPLOYEE / HR STRATEGY
 Survey & act on it
 eg Performance management,
communications, listened to etc
NB:  CIPD: 75% of Employee Engagement focused as above
 Reactive engagement. About discretionary effort
LEVEL 2 – TRANSFORMATIONAL
It is a way of running and doing business
WE TRACK
PROGRESS OF
STRATEGY
“ONE PAGE”: Services Strategy,
Country, Positioning Strategy AND
Values/Behaviours to deliver it
People at heart of delivery
and at heart of strategy
TWO-WAY
WE MEASURE: Concerns,
commitment, feedback
NB:  CIPD: 25% of Employee Engagement focused as above
 About proactive engagement
People
help shape
strategy
People give
continual
VOICE
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One other issue:
Alignment – knowing what to do
Engagement – wanting to do it
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‘Key Enabler: Strategic Narrative’
Strong, visible, empowering leadership provides a strong
strategic narrative about the organisation, where it’s come
from and where it’s going.
The Past
You are Here
The Future
This gives a line of sight between the job and the organisation’s vision.
The story is communicated clearly, consistently and constantly.
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‘Key Enabler: Engaging Managers’
Engaging Managers:
Managers focus
their people and
offer scope
Managers treat
their people as
individuals
Managers who
coach and stretch
their people
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‘Key Enabler: Employee Voice’
There is employee voice throughout the organisation, for
reinforcing and challenging views; between functions & externally;
employees are seen as part of the solution – not the problem.
This voice is an informed one because information is widely shared early and often.
Employees views are sought and followed up; explanations are given if ideas/views not adopted.
Employees are involved in developing solutions early – not informed of the next initiative.
Options for change are discussed.
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‘Key Enabler: 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.
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ENGAGEMENT
ENABLERS OF
ENGAGEMENT
CENTRAL THEME:
ALIGNMENT/ENGAGEMENT
THE THREE FOUNDATIONS
DEATH OF DEFERENCE
LOSS OF TRUST
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David MacLeod
david.macleod@dmacleod.co.uk
Nita Clarke
nita@ipa-involve.com
Employee Engagement Report & Recommendations:
Employee.engagement@bis.gsi.gov.uk
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