employee engagement summit 2016 - engage cx marketing · 2019-06-17 · employee engagement summit...

PUTTING THE EMPLOYEE AT THE HEART OF THEORGANISATION AND FOCUSING ON KEY ISSUES, CHALLENGES

AND OPPORTUNITIES AROUND ENGAGING OUR PEOPLE

EmployeeEngagementSummit.com

EVENT GUIDE

EMPLOYEEENGAGEMENT

SUMMIT 2016THURSDAY 14 APRIL, 2016VICTORIA PARK PLAZA HOTEL, LONDON

PLATINUM SPONSOR GOLD SPONSORS

EXHIBITORS

A very warm welcome to our second Employee Engagement Summit. Building on the successof our inaugural Summit last year, today we will examine all aspects of engagement,highlighting the commercial and cultural benefits of organisations taking a holistic and joined-up view of their employee and customer engagement strategies.

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WELCOME

CONTENTS

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Steve Hurst – Editorial DirectorE: [email protected] • T: 01932 506 304

Nick Rust – Sales DirectorE: [email protected] • T: 01932 506 301

Katie Donaldson – Marketing ExecutiveE: [email protected] • T: 01932 506 302

Fiona Forbes – Event OperationsE: [email protected]

Claire O’Brien – Sponsorship SalesE: [email protected] • T: 01932 506 308

James Cottee – Sponsorship SalesE: [email protected] • T: 01932 506 309

James Hitchinson – Delegate SalesE: [email protected] • T: 01932 506 305

Dan Keen – Delegate SalesE: [email protected] • T: 01932 506 306

Zilvi Mecionis – Delegate SalesE: [email protected] • T: 01932 506 303

Employee Engagement Summit is organised by Engage Business Media Ltd

www.ebm.mediaNicholson House I 41 Thames Street I Weybridge I Surrey I KT13 8JGCompany Registration No. 8636460

Join EngageEmployee.com (free membership) and receive Latest News and Features, Weekly Newsletter, Invitations to Directors Forums,Webinars, Annual Summits, Awards and more.

EmployeeEngagementSummit.com@EngageEmployee

#EngageSummits EngageEmployee.com

The Summit will focus firmly on the key issues, challenges andopportunities around engaging our people and includes world classcase studies, expert opinion, analysis and high-level networkingopportunities.

In addition to a mouth-watering line up of case study presentationsfrom the likes of Coca-Cola Enterprises, LV=, John Lewis Partnership,Unilever, HSBC, Timpson, ITV and BP, there will also be presentationsfrom a leading edge roster of experts in the field of employeeengagement led by Alex Edmans, Professor of Finance at LondonBusiness School, who will deliver the opening keynote. Lead chair ofthe Summit this year is Dr. Melissa Hungerford, VP, Talent andLeadership at Coca-Cola Enterprises.

Research from the Financial Times reveals two of the most importantbusiness challenges identified by CEOs are around their people andtheir customer relationships. There is a growing and irrefutable bodyof evidence which proves that organisations with engaged andproperly directed employees have lower attrition, more engagedcustomers and as a result gain long-term competitive advantage.

Of course the evidence is plain for all to see. The improved businessperformance and market capitalisation of organisations who delivergreat service through their people is now a given – and even thosewho improve their service from low to average see benefits gostraight to their bottom line.

While CEOs are putting their people and their customerrelationships at the top of their business agenda – still not enough ofthem are really drawing a causal link between the two, and makingit part of an overarching business strategy.

The signs are that businesses are moving in the right direction, andthose who do are enjoying a clear competitive advantage. ThisEmployee Engagement Summit will put a spotlight on thoseorganisations who are getting their employee engagement strategiesright.

The virtuous circle formed by highly engaged, motivated and welldirected employees interacting across departments with increasinglysophisticated and demanding digital age customers is the onlysustainable way forward and will remain a focal point for our activities.

Our Employee Engagement Summit comes as a growing number oforganisations are realising the business benefits that accrue whenthey forge a link between engagement of their employees and theircustomers – although there is still much work to be done.

Our aim is for our delegates to leave this Summit armed with all thetools, techniques and insight they need to implement effective andsuccessful long term employee engagement strategies. Enjoy.

Steve Hurst, Editorial Director

EMPLOYEE ENGAGEMENT SUMMIT 2016

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Mainframe

Persona

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Fleet Evolution

Hear Our Feedback

Happy or Not

Ember Services

Engage For Success

Association for Business Psychology

PARTNERS

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Qnnect

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SwarmWorks

Qualtrics

Grass Roots

Instinctif

Academie du Service UK

Karian and Box

Cognadev

Gallup

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EMPLOYEE & CUSTOMER ENGAGEMENT,LINKS TO PERFORMANCE & PROFITABILITY11:10 JOINING THE DOTS TO PROVIDE INNOVATIVE EMPLOYEE INSIGHT

Ghassan Karian, CEO and Founder, Karian And Box

11:30 SOFOLOGY CASE STUDY: AGILE HR STRATEGIES THAT ENGAGE SOFOLOGISTS& ACCELERATE BUSINESS GROWTHAlyson Fadil, People Director, Sofology

11:50 FACING UP TO SOME AWKWARD TRUTHS ABOUT EMPLOYEE ENGAGEMENT:AN EVIDENCE-BASED APPROACHRob Briner, Professor of Organisational Psychology, University of Bath

INTERNAL COMMUNICATIONS & THE VOICE OF THE EMPLOYEE12:15 ITV CASE STUDY: WHO OWNS ENGAGEMENT? WE ALL DO…

Nicole Dempster, Internal Communications Director, ITV Plc

12:35 THE FUTURE OF ENGAGEMENTCathy Brown, Executive Director, Engage For Success

12:55 DON’T BOTHER LISTENING IF YOU’RE NOT GOING TO ACTFrancis Goss, Commercial Director, Grass Roots

11:00 HALL 1 - CHAIR’S INTRODUCTION:Dr. Melissa K. Hungerford, VP, Talent And Leadership, Coca-Cola Enterprises

STRATEGY & LEADERSHIP11:10 ENGAGING THE WORKFORCE THROUGH TEAM INITIATED JOB CRAFTING

Giles McClelland, Division Leader of Business, Economics and International Business, University of Central Lancashire

11:30 INSPIRATIONAL PRESENCE: THE ART OF ENGAGEMENTDr. Amanda Potter, Managing Director, Zircon Management Consulting

11:50 MEASURE YOUR SERVICE CULTURE TO IMPROVE CUSTOMER SATISFACTIONAND EMPLOYEE ENGAGEMENTClaire Bonniol, Managing Director & Alexis Grabar, Founding Partner,

Academie du Service UK

TRANSFORMATION & CHANGE MANAGEMENT12:15 ISOS HOUSING GROUP CASE STUDY: EINSTEIN RELOADED

– THE PHYSICS OF EMPLOYEE ENGAGEMENTJennifer Flint, Group Assistant Director, People, Isos Housing Limited

12:35 SAY “YES” TO THE MESS – DE ‘THINGIFYING’ EMPLOYEE ENGAGEMENTSteve Chapman, Chief Adventurer, CSS Change & Creativity

12:55 GETTING THE BEST OUT OF A GLOBAL WORKFORCESarah Marrs, SME Employee Engagement, Qualtrics

11:00 HALL 2 - CHAIR’S INTRODUCTION:James Rapinac, Business Solutions Consultant, Gallup

REWARD & WELLBEING16:40 JOHN LEWIS PARTNERSHIP CASE STUDY: CARE IN OUR COMMUNITY

Jane Burgess, Partnerships’ Counsellor – Main Board Director,John Lewis Partnership

17:00 RECOGNITION – MORE THAN ONE WAY TO SLICE A CARROTDebra Corey, Group Reward Director, Reward Gateway

17:20 WHY ENGAGING YOUR WORKFORCE THROUGH SPORT IS HEALTHY FOR BUSINESSJohn Butcher, Corporate Manager, Business Solutions, Decathlon UK

TALENT & RECRUITMENT, INCLUDING SOCIAL ENGAGEMENT14:15 SOCIAL AND COLLABORATIVE COMMUNICATION

Nupur Mallick, Director, HR, TCS UK & Ireland

14:35 SEGMENT YOUR TALENT TO GET CLOSER TO THE CUSTOMERLesley Uren, Partner, People and Talent, PA Consulting Group

14:55 HAS WORK LOST ITS MEANING? ADDRESSING INCONGRUITIES AT WORK TO INVIGORATE PEOPLE AND ORGANISATIONSDr. Maretha Prinsloo, Managing Director, CognaDev

LEARNING & DEVELOPMENT15:20 HOMESERVE CASE STUDY: MAXIMISING TECHNOLOGY

– DRIVING EMPLOYEE ENGAGEMENTVatsana Gordon, Head of Workforce Management, Homeserve

15:40 UNILEVER CASE STUDY: COLLECTIVE INTELLIGENCE IN ORGANISATIONSSumeet Verma, Global HR Director, Unilever & Michael Silverman, MD, Silverman Research

16:00 ADAPTIVE LEARNING – A WIN WIN FOR EVERYBODYBill Parker, Business Development Manager, Qnnect

FUTURE OF WORK 16:40 THE PSYCHOLOGY OF YOUR FUTURE EMPLOYEES

Lucy Standing, Vice Chair, Association for Business Psychology

17:00 PANEL DISCUSSION: ENGAGING LEARNERS IN A DIGITALLY CONNECTED AGENicola Strong, Owner, CEO and Digital Thinker, Strong EnterprisesIain Trundle, Group Head of Learning Channels, BarclaysRory Lawson, Account Director, City & Guilds KineoPerry Timms, Director – People & Learning, Media Zoo

17:20 MILLWARD BROWN CASE STUDY: HOW SHARING KNOWLEDGE HELPS TO WIN BUSINESS:ENGAGING YOUR EMPLOYEES & IMPROVING COMMUNICATION FOR BUSINESS RESULTSDeepa Ramesh, Global Community Manager, Millward Brown

09:00 COCA-COLA CASE STUDY: ENGAGEMENT IS A CHOICE – WHY AMBASSADORS MATTER Dr. Melissa K. Hungerford, VP, Talent & Leadership, Coca-Cola Enterprises

09:15 THE RETURNS TO EMPLOYEE ENGAGEMENT Alex Edmans, Professor of Finance, London Business School

09:45 TIMPSON CASE STUDY: UPSIDE DOWN MANAGEMENT John Timpson, Chairman, Timpson

10:15 THE PURPOSE OF HR: WORK IS KEY TO HOW WE EVALUATE AND EXPERIENCE OUR LIVES Peter Flade, Senior Advisor, Gallup

PLENARY KEYNOTES, HALL 1 & 2

AGENDA SUMMARY

13:15 LUNCH

16:20 COFFEE

17:40 DRINKS & NETWORKING PARTY

10:40 COFFEE

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EMPLOYEE & CUSTOMER ENGAGEMENT 14:15 BUILDING A BRAND FROM THE INSIDE OUT

Victoria Lewis-Stephens, Managing Partner, Instinctif Partners

14:35 HSBC CASE STUDY: WISDOM OF THE CROWD– HARNESSING COLLECTIVE INTELLIGENCE ON A GLOBAL SCALEDee Gosney, Senior Producer, Global Content & Employee Digital Platforms,HSBC

14:55 ONE SIZE DOES NOT FIT ALL - INSIGHTS FROM RYANAIR, PETS AT HOME & AVIVA ANDTHE DIFFERENT APPROACHES THEY HAVE TAKEN TO IMPROVE EMPLOYEE ENGAGEMENTAdrian Swinscoe, Consultant, Rare Business

TECHNOLOGY, INCLUDING A.I IoT & DIGITAL15:20 BP CASE STUDY: WHY DON’T YOU BUILD A SATNAV FOR ENGAGEMENT?

Nick Shackleton-Jones, Director, Learning Innovation & Technology, BP

15:40 LV= CASE STUDY: EMBRACING THE CULTURE OF THE FUTUREPeter Sinden, Director of Sales & Service GI, LV=

16:00 THE POWER OF ACTIVE INVOLVEMENT IN MEETINGS AND EVENTSHector Venegas, CEO, Swarmworks

COCA-COLA CASE STUDY: ENGAGEMENT IS ACHOICE – WHY AMBASSADORS MATTERDr. Melissa K. Hungerford, VP, Talent & Leadership,Coca-Cola Enterprises

As part of the chair’s opening remarks, Melissa will set thetone for the Summit by sharing her experience linkingemployee and customer engagement through the lens ofchoice. Choice is at the heart of engagement. The moreempowered and positive we feel about the choice, thestronger the engagement. As employees, we have a choiceabout our job, how we behave, the company in which wework and how we represent the company. From acustomer and consumer perspective, we have a choice interms of brands, products and services.

For many FMCG companies, employees and shoppers canbe one in the same, creating an even closer connectionbetween those who represent the brand and those whochoose to consume the brand. Simply put, if employeesdon’t believe in their own company and products, thenhow can we expect customers and consumers to? At Coca‐Cola Enterprises, our employees play a critical role inmaking, selling and distributing one of the world’s mostwell‐known brands. Therefore, it is natural that people,from customers and suppliers to family and friends, will askquestions. Having the facts easily accessible is soimportant. This need resulted in a programme calledAmbassador, designed to equip employees withinformation about our brands and products, from thesafety and quality of our ingredients to how we areengaging in the health and wellness debate to ourcommitment to sustainability and the communities inwhich we operate, creating a sense of continued pride andpassion that is felt within and outside the company.

Dr. Melissa K. Hungerford is currently VP, Talent andLeadership Development for Coca-Cola Enterprises (CCE).Melissa has 18+ years of experience and a proven trackrecord in designing and leading end-to-end talentmanagement strategies with a focus on strengthening theleadership and talent pipeline, creating an engaged and highperformance culture and offering learning and OD solutionsto support the business strategy.

Melissa has worked in three other Fortune 500 companies,across a wide-range of industries including retail with TheHome Depot, pharmaceuticals with Bristol-Myers Squibb andfast moving consumer goods with The Coca-Cola Company.She has global work experience and has lived overseas,previously in Turkey with Coca-Cola’s Eurasia Africa Groupand The Netherlands with Philips.

THE RETURNS TO EMPLOYEE ENGAGEMENTAlex Edmans, Professor of Finance, London Business School

Does employee engagement improve firm performance, orinstead reflect wasteful expenditure? Even if you couldshow a correlation between employee engagement andfirm performance, how do we know what causes what?Professor Alex Edmans will present the results of a studyusing 26 years of data to illustrate the business case foremployee engagement.

Alex Edmans is a Professor of Finance at London BusinessSchool. Alex graduated from Oxford University and thenworked for Morgan Stanley in investment banking (London)and fixed income sales and trading (New York). After a PhD inFinance from MIT Sloan as a Fulbright Scholar, he joined

Wharton in 2007 and was tenured in 2013 shortly beforemoving to LBS. Alex’s research interests are in corporatefinance (corporate governance, executive compensation,investment/growth/innovation, and mergers andacquisitions), behavioural finance, corporate socialresponsibility, and practical investment strategies. He haspublished in the American Economic Review, Journal ofFinance, Journal of Financial Economics, and Review ofFinancial Studies. He is Editor of the Review of Finance, aFaculty Research Fellow of the National Bureau of EconomicResearch, a Research Fellow of the Centre for EconomicPolicy Research, and a Research Associate of the EuropeanCorporate Governance Institute.

TIMPSON CASE STUDY: UPSIDE DOWN MANAGEMENTJohn Timpson, Chairman, Timpson

John Timpson describes how his company has developedthe UK’s biggest service retailer by putting the emphasison the people who serve their customers. John prideshimself on being a maverick and ignores most of the bestpractice adopted by other companies. It is a business witha caring culture that gives colleagues a wide range ofbenefits and operates with a social conscience. Johndescribes how he came to develop this individual style ofmanagement and why it works.

John Timpson was educated at Oundle and NottinghamUniversity. The Timpson family business was taken over in1973, but 10 years later John led a £42m managementbuyout. In 1987 he sold the shoe shops and concentrated onbuilding the shoe repairing and key cutting business, whichhas diversified into engraving, watch repairs, dry cleaning andphoto processing.

Timpson now has over 1300 branches nationwide with aturnover of £195m and profits of over £15m. It is a privatebusiness wholly owned by John Timpson and his family.Timpson is recognised for its innovative work helping ex-offenders – it is the UK’s most active employer of peoplefrom prison.

THE PURPOSE OF HR: WORK IS KEY TO HOW WEEVALUATE AND EXPERIENCE OUR LIVESPeter Flade, Senior Advisor, Gallup

Gallup research reveals that productivity and engagementare tightly intertwined and have an immense impact onpeople’s wellbeing. Yet over the past decade productivitygrowth has slowed and less than a third of people aroundthe world are fully engaged at work.

This session will be a call to action for HR leaders: howthey can increase the capability and impact of theirfunction to improve organisational efficiency, employeeinvolvement and contribute towards the betterment ofsociety as a whole.

Peter Flade advises the executive teams of some of theworld’s most influential companies on how to increaseproductivity and improve business results by unleashing thepotential of their people. He has helped companies increasethe engagement, well-being and productivity of hundreds ofthousands of employees. A particular focus is helpingcompanies grow organically through enduring customerrelationships built by their employees.

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AGENDA


The transformation has included rebranding a well-established retail business, leading cultural change to aservice centred proposition, recruiting a full executive teamto assist with external investment and preparing the businessto become an Omni-channel retailer.

Alyson is a Fellow member of the CIPD with an MA inStrategic HR management. Currently studying with the OCMfor the Advanced Diploma in Professional Coach Mentoring.

She started her HR career in 2005 as a Divisional BusinessPartner for Luminar Leisure, before moving onto SelfridgesPLC as a dual site Senior HR Manager. Her earlier career as aGeneral Manager served her well to transit into a pragmatic,commercial HR professional.

Alyson is a trustee for the charity Dancesyndrome which isan inclusive arts organisation that enables learning disabledindividuals to access high quality leadership and developmentopportunities in order to be more active and visible citizens.By using dance as a vehicle for change, Dancesyndromeprovides creative, cultural and social opportunities thatincrease physical health and personal well-being.

Alyson has a keen interest in assisting young school leaversinto the world of work and thus is a volunteer for Inspiringthe Future which is an organisation that links schools andcolleges with business ambassadors. She is an elite memberof the North West Employee Engagement Group and apopular HR blogger.

FACING UP TO SOME AWKWARD TRUTHS ABOUTEMPLOYEE ENGAGEMENT: AN EVIDENCE-BASEDAPPROACHRob Briner, Professor of Organisational Psychology,University of Bath

Employee engagement is now well‐established as a centralidea and technique for managing and motivating people.Engagement is intuitively plausible and has created muchexcitement and activity. However, the answers to manykey questions about engagement represent awkwardtruths which the HR community has been slow to address.Here I will consider several of these questions and theirimplications for practice including: What does employeeengagement mean? Can it be clearly defined andmeasured? Is it anything new or different? How good isthe evidence linking engagement to performance? Andwhat can we be doing to increase engagement?

Rob Briner was appointed Professor of OrganisationalPsychology at the School of Management, University of Bathin 2011 and previously worked at Birkbeck College,University of London for 19 years after completing his PhD atthe MRC/ESRC Social and Applied Psychology Unit (now theInstitute of Work Psychology). His research has focused onseveral topics including well-being, emotions, stress,ethnicity, the psychological contract, absence from work,motivation, work-nonwork and everyday work behaviour.

Beyond academic research and teaching Rob is passionateabout helping practitioners and organisations make betteruse of evidence, including research evidence in decision-making as well as encouraging academics to make researchmore accessible. He has written for and presented topractitioners on many aspects of HR and organisational

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EMPLOYEE & CUSTOMER ENGAGEMENT,LINKS TO PERFORMANCE & PROFITABILITY

JOINING THE DOTS TO PROVIDE INNOVATIVEEMPLOYEE INSIGHTGhassan Karian, CEO and Founder, Karian And Box

Employee surveys can help identify the factors anorganisation needs to address, but too often businessesfail to use this intelligence to its full advantage. New andinnovative techniques are now being used to helpbusinesses join the dots and obtain richer insights,enabling communications and HR leaders to surgicallyfocus on the factors which will secure improvementemployee engagement and performance.

Ghassan Karian will…• Set out the fundamental principles of a new way of sourcing and using employee insight in a way which helps internal, strategic communicators advise their stakeholders.• Share the cutting‐edge techniques available to extract more significant value from employee engagement research.• Demonstrate these key insights in practical terms by using live but anonymised case studies from multinational or US businesses such as BP, HSBC, Greyhound buses, Nordstrom and the Yellow student bus network.

Ghassan Karian is CEO and founding partner of Karian andBox and started his career in political campaigns for the UKLabour Party. Subsequently, and for 10 years, he led theengagement efforts as Director of Internal Communicationsfor businesses such as British Gas and Rolls-Royce.

Ghassan is recognised as a leading professional in employeeengagement, change communications and employeeresearch. He advises business, HR and communicationleadership teams on engagement strategy and on providingstrategic, actionable insight from employee research.

SOFOLOGY CASE STUDY: AGILE HR STRATEGIESTHAT ENGAGE SOFOLOGISTS & ACCELERATEBUSINESS GROWTHAlyson Fadil, People Director, Sofology

From a traditional furniture bricks and mortar retailer, to anew, fresh, contemporary Omni‐channel shoppingexperience, that turns sofa retailing on its head. A flexibleand agile People strategy is critical to its success.

Engagement is at the heart of the strategy building anengaged workforce that supports business growth. Thisengagement radiates through to our customers who arecrucial to the measurement of a Sofologist’s success.

Measuring engagement through our Sofologists, ourcustomers and our suppliers.

Alyson Fadil joined Sofaworks (formally CSL) in July 2012 asHR Director. Her role is responsible for leading its 1000Sofaworkers through a transformational change programmethat turns sofa retailing on its head.

11:00 HALL 1 - CHAIR'S INTRODUCTIONDr. Melissa K. Hungerford, VP, Talent And Leadership, Coca-Cola Enterprises

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psychology. He is now involved in many initiatives aimed atdeveloping and promoting Evidence-Based organisationalpsychology and management. He published some of the firstpapers on evidence-based organisational psychology and HRin 1998 and has since written many more including acontribution to the Oxford Handbook of Evidence-BasedManagement and the SIOP journal Industrial andOrganisational Psychology. He frequently presents topractitioners and runs training courses on how practitionerscan practice in a more evidence-based way through searchingfor, collecting and critically analysing evidence directlyrelevant to organisational problems and decisions. He is alsoa founding member, Scientific Director and on the AcademicBoard of the Center for Evidence-Based Management(http://www.cebma.org/). In 2015 he was named SecondMost Influential Thinker by HR Magazine.

INTERNAL COMMUNICATIONS& THE VOICE OF THE EMPLOYEE

ITV CASE STUDY: WHO OWNS ENGAGEMENT?WE ALL DO…Nicole Dempster, Internal Communications Director,ITV Plc

There is often much debate about who owns engagementin an organisation. Nicole talks about how engagement isreally a collective ownership and shows the levels ofengagement that can be achieved when different functionswork together towards a common goal.

Nicole Dempster started her career as a professional

musician, before moving into the world of internal

communications. She has set up or led the internal

communications functions at three major media

organisations: Channel 4 Television, Guardian News & Media

and ITV, which she joined in 2013. She has also led the

internal communications team for Europe, Middle East and

Africa at the InterContinental Hotels Group.

Nicole’s expertise includes change management, crisis

communication and employee engagement. She has a keen

interest in the changing role of internal communications and

its role in driving cultural change and bringing the strategy

and brand to life. She is passionate about developing and

coaching high performing teams who play a central strategic

role in driving engagement in the workplace.

She was named one of Melcrum’s top five ‘Communication

Heroes’ for her work at Guardian News & Media and won a

major internal team award for her role in crisis management

during the Arab Spring at the InterContinental Hotels Group.

THE FUTURE OF ENGAGEMENTCathy Brown, Executive Director, Engage For Success

The world of work is changing, with demographics,technology, organisations and people themselves allevolving away from traditional patterns of work andemployment. How do we harness these changes to build

better places to work, that allow us, our businesses and oursocieties to thrive?

As the Executive Director for Engage for Success, I engageand energise audiences around business change, leadershipand innovation. I passionately believe that helping people finda better way to work can make a big difference to people’slives, their organisations and ultimately to the country.

Engage for Success is a social movement committed toreleasing the capabilities of employees to improveperformance, instigate growth and enhance wellbeing. Itoperates across the public, private and third sectors andenjoys significant Government support.

As director for Engage for Success, I have wide rangingexperience across the public, private and third sectors inraising awareness and providing practical guidance toorganisations looking to improve employee engagement.With a background in delivering strategic transformationprogrammes for a FTSE 100 company, I recognise theimportance of values, good management practices, authenticleadership and the ability to listen in creating environmentswhere people can bring the best of themselves to workevery day.

DON’T BOTHER LISTENING IF YOU’RE NOTGOING TO ACTFrancis Goss, Commercial Director, Grass Roots

Organisations that have high levels of employeeengagement listen to their employees and act on theirfeedback. Employee voice is one of the key enablers ofemployee engagement, but it is also a potential cause ofdisengagement. Employees become increasingly cynicalwhen they see no action taken as a result of theirfeedback, especially when leaders celebrate an“improvement in our engagement scores”.

Francis Goss, Director Trustee of Engage for Success andCommercial Director at Grass Roots will explore some ofthe common pitfalls of employee surveys and providesome tips on how to ensure that your employee voicestrategy increases rather than decreases employeeengagement.

Francis Goss is Commercial Director at Grass Roots and aDirector Trustee of the Engage for Success Foundation, theUK’s Taskforce on Employee Engagement. Francis workswith organisations on the design and implementation ofemployee engagement strategies aligned to the four enablersof engagement. Francis holds an honours degree in Law and aDiploma in Motivation from the IPM and has addressedaudiences on employee engagement best practice includingThe House of Commons HR Team and the Hellenic Instituteof Customer Service in Athens.

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She has been a consultant for over fifteen years – four yearsas a senior consultant at Towers Perrin London where she ledthe Human Capital practice and specialised in humanresources strategy and talent management, and latterly asco-founder and Chief Executive of specialist TalentManagement consulting firm, Jackson Samuel. Prior to thatLesley held senior HR leadership roles with organisationssuch as PepsiCo.

Lesley has worked with clients across a wide range of sectors(financial services, retail, utilities, media, telecommunicationsand public sector), and geographies. She has led talentstrategy and process projects in both the public and privatesectors for clients such as NHS London, Sainsbury’s, SonyEricsson and National Grid. She has developed leadershipand talent criteria across an equally diverse set of clientsincluding Anglo-American, Tate and Lyle and Time Warner.

Over recent years, Lesley has led and co-authored sixsubstantial pieces of research into talent management. Thisresearch has made a significant contribution to theunderstanding of what organisations need to do to trulyembed enduring talent management processes and addressthe talent challenges they face in a volatile businessenvironment.

HAS WORK LOST ITS MEANING? ADDRESSINGINCONGRUITIES AT WORK TO INVIGORATEPEOPLE AND ORGANISATIONSDr. Maretha Prinsloo, Psychologist, Consultant, ManagingDirector, Cognadev

The Human Resources industry faces many disruptors, allof which have resulted in incongruities at work.

These challenges require innovative responses tocontextualise talent.

By leveraging new approaches to the assessment anddevelopment of people, work can become meaningful again.

Dr. Maretha Prinsloo, Managing Director, is a registeredpsychologist who has worked extensively in the fields ofpsychotherapy, psychometric test development, peopleassessment and development, cognitive development, projectmanagement, research and development, organisationaltransformation, community development and business. She isthe founder of Cognadev which she has led since 1994. Thebusiness has provided assessment and developmentsolutions to approximately 1000 corporate clients andindependent consulting groups globally.

She has developed several assessment and developmentproducts including the Cognitive Process Profile (CPP), theLearning Orientation Index (LOI), the Motivational Profile(MP), the Value Orientations (VO), the ContextualisedCompetency Mapping (CCM) tool, the volume assessmentsystem, Cliquidity and a range of corporate and educationaldevelopment programmes focusing on cognition, emotionalintelligence, creativity and values. She has published severalarticles in peer reviewed journals on the topics ofconsciousness, leadership assessment and cognition.

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TALENT & RECRUITMENT,INCLUDING SOCIAL ENGAGEMENT

SOCIAL AND COLLABORATIVE COMMUNICATIONNupur Mallick, Director, HR, TCS UK & Ireland

Tata Consultancy Services’ Enterprise Social Network is aplatform that connects over 340,000 employees aroundthe world on one online forum.

It is designed to revolutionise the way in which employeescommunicate with one another, connect and shareknowledge. It aims to make public communication thenorm – through blog posts, communities and messageboards – in place of private communications such as emailto unleash innovation and creativity.

It seeks to provide opportunities for discovering newinformation and ideas, and to create a community out ofthe global workforce and leverage wisdom of the crowd.

Since its launch, it has proved effective in communicatingwith employees, connecting them, identifying talentthrough user generated communities and crowd sourcingsolutions to innovation challenges. With over 280,000active users, 10,000 communities, and 1.2 million posts in2015 alone, the network has transformed ways ofcommunication and working for TCS and its employees.

Nupur Mallick has been with Tata Consultancy Services(TCS) for 19 years and in December 2005 she was appointedHR Director for UK & Ireland. In this role Nupur isresponsible for the end to end HR function for over 11,000employees from 39 nationalities.

Her areas of expertise include integrating teams in culturallydiverse set-ups, driving operational excellence, retaining anddeveloping talent and structuring compensation & benefits.

Her excellent people and change management skills havehelped TCS grow substantially in the geography under herleadership, TCS UK & Ireland has achieved the ‘Investor inPeople’ certification and retained the Gold status for thesecond time and awarded Britain’s Top Employers for fiveconsecutive years.

SEGMENT YOUR TALENT TO GET CLOSER TOTHE CUSTOMERLesley Uren, Partner, People and Talent, PA ConsultingGroup

We all know that highly engaged, talented individualsdeliver real competitive advantage – but how doorganisations ensure they focus their limited resource onthose individuals who really make a difference? How do wego beyond defining talent as the “top 250” to identify,develop and engage the critical, value creating individuals?Drawing on PA Consulting’s extensive body of talentresearch and client case studies, Lesley will explain howyou segment your talent in order to get closer to thecustomer.

Lesley Uren has had significant experience as both a leadingconsultant, operating with Boards and senior teams and as atop level HR professional.

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LEARNING & DEVELOPMENT

HOMESERVE CASE STUDY: MAXIMISINGTECHNOLOGY – DRIVING EMPLOYEE ENGAGEMENTVatsana Gordon, Head of Workforce Management,Homeserve

The contact centre has historically been seen as anecessary expense to any organisation and for many yearsthe objective was to make centres more cost efficient.Many strategies have been adopted over the years, butmore recently there has been a shift in perception of thecontact centre and now it is clear that it is, in fact, theheart of the customer experience. At HomeServe there isan ongoing journey to nurture an innovation culture anddrive employee engagement. Vatsana Gordon, Head ofWorkforce Management, will talk about how the businesshas gathered feedback from its employees. This process,driven by a clear strategy to cultivate a customer serviceculture, identified the need for a technology refresh.Vatsana will show how maximising the use of the WFMwill have a tangible effect on culture and employeeengagement.

Vatsana Gordon, graduate of Liverpool John Moores

University, has worked in the contact centre industry for over

15 years for organisations such as Vodafone, British Gas and

Capita. In that time she has seen a number of changes in the

industry and significantly, the drive towards employee

engagement and how it leads to greater customer excellence.

Currently at HomeServe as Head of WFM for the Service

Operations division, she oversees the Resource Planning for

the claims call centre, back office, 3rd party contractor

network, internal field engineers and the deployment centre.

UNILEVER CASE STUDY:COLLECTIVE INTELLIGENCE IN ORGANISATIONSSumeet Verma, Global HR Director, Unilever & MichaelSilverman, Managing Director, Silverman Research

This session will provide an overview of the area ofcollective intelligence in organisations – what it is, how it isdefined, the impact of social and digital technologies andhow Unilever are developing and using collectiveintelligence tools to address a variety of business issues.Relevant case studies will be provided to illustrate thevarious challenges to overcome in designing andimplementing Collective Intelligence tools in anorganisational context.

Sumeet Verma is Global HR Director at Unilever. Hecurrently works in the HR expertise space focusing onPerformance Management and Employee Insights. Over the10+ years in HR, Sumeet has worked on various businesspartnering and expertise roles covering rewards, talentmanagement, engagement and restructuring.

Michael Silverman is a psychologist and opinion researchspecialist, with a focus on social collective intelligence. He hasworked in academia and commercial research as well asworking in-house at Unilever as Head of Employee Insightbefore establishing Silverman Research in 2010.

ADAPTIVE LEARNING – A WIN WIN FOR EVERYBODYBill Parker, Business Development Manager, Qnnect

As enterprises face new challenges in how to implementlearning technologies, Bill Parker takes a look at thebenefits of an adaptive learning environment.

Discover how the new generation of learning andconnected employees are changing the landscape inpeople management, communications, learning anddevelopment.

Step forward real‐life adaptive learning – where trainingand learning is flexible, engaging and progressive. Whereemployee engagement and active coaching arecommonplace business values.

From beginning a new role to all‐of‐career training, andfrom knowledge retention with interactive learning to newin‐context training techniques using ‘any device’technologies, learn how to embrace the new ways oflearning and development with gamification,communication and peer‐to‐peer coaching.

Bill Parker believes that learning should never stop andshould be adapted to how an individual learns best. Assomeone who went straight into work after school and hassince spent 30 years working in executive roles in the US andEurope, always learning and developing, he believestechnology has helped to pave the way to adaptive learning.

Bill recently returned to formal education to complete anMBA at Nottingham University Business School, taking a lesstraditional route to go back to learning when he felt it wasbest to do so with the opinion that it’s never too late.

Experience has taught him that in any role you have to adaptto your audience and learning is a key part of this, butinteractive, progressive and relevant learning is vital.

COFFEE

FUTURE OF WORK

THE PSYCHOLOGY OF YOUR FUTURE EMPLOYEESLucy Standing, Vice Chair, Association For BusinessPsychology

We hear a lot about the future of work – the technologicaladvances which are coming on line and the jobs which willbe threatened. Whilst technology evolves, can the samebe said of the employees who will be affected? Will youremployees adapt as quickly to the changes going onaround them? As leaders who shape and influence howorganisations engage with their employees, this session isgoing to consider the fundamentals – what are the basicswhich drive engagement and motivation at work and willthis stay the same in the future?

I could tell you all the letters I have after my name or aboutthe projects I’ve managed or clients I’ve had – but I don’tbelieve you care about any of that. If you are reading myprofile (thank you) then I’d like this time to be more usefullyemployed.

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the way learning is approached within Barclays through the useof a solution that sparks interest and curiosity of employees,a multi-channel, resource-based approach to learning.

Perry Timms has been described by CIPD CEO PeterCheese as “The HR Futurist” Perry’s energy, passion andinsight around people development and the world of workare his trademarks.

A Chartered CIPD Member; facilitator & coach, Perry has ledtechnology-driven business change for over 20 years as acorporate Head of Learning, Talent & OD.

Perry runs his own enterprise – PTHR – alongside that ofbeing Director – People & Learning at fast-growing creativedigital agency Media Zoo. Perry is aiming to transformlearning and work through use of social technologies;innovation as usual; more soulful leadership; and being analways-on learner for a range of clients in all sectors.

Perry is an international and TEDx speaker on HR and thefuture of work, authored the e-book “HR 2025” and writesfor a range of online HR and Work publications and journalsand at the end of 2015 was asked to join IBM’s Future ofWork programme.

Perry is a social HR Practitioner; voted a top 10 blogger inInternational and UK magazines. Perry is Adviser to theCIPD on Social Media & Engagement, built the Institute’s firstMOOC “Working Digitally: Social Media and HR” and was aGuide for the CIPD/MiX HR Hackathon.

MILLWARD BROWN CASE STUDY: HOW SHARINGKNOWLEDGE HELPS TO WIN BUSINESS: ENGAGINGYOUR EMPLOYEES & IMPROVING COMMUNICATIONFOR BUSINESS RESULTSDeepa Ramesh, Global Community Manager, MillwardBrown

This presentation covers the thinking behind moving froma traditional intranet to a collaborative one, ways that weuse the community to grow knowledge and share ideas,and how we continue to engage our community membersvia various initiatives.

As Global Community Manager, Deepa Ramesh is responsiblefor managing Millward Brown’s online community of 5500+employees across North America, Latin America, UK, Europe,Australia, Asia and Africa. Deepa has been managing andpromoting the use of the Social Business platform as acommunication tool at global, regional, local and accountteam levels for four years. Prior to this role, she was theRegional Marketing Executive for Millward Brown based inSingapore after which she moved to an EmployeeEngagement role at Millward Brown North America, based inNew York.

She currently lives in London. Her role includes building thestrategy for Greenhouse (Millward Brown’s Jive Community)including design & architecture, coaching and leading a teamof champions globally, identifying opportunities to improvethe user experience, engaging employees in the communityand championing best practice across the community.

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I’m a business psychologist (same as occupational,organisational or industrial) which means you’d work with meif you believe your organisation could achieve more throughits people – but maybe you aren’t quite sure how.

I’m also a social entrepreneur. Ideas are worth very little –and rather than fantasise, I like and get huge reward frommaking things work.

PANEL DISCUSSION: ENGAGING LEARNERS IN ADIGITALLY CONNECTED AGE

Nicola Strong, Owner, CEO and Digital Thinker,Strong Enterprises (Chair)Iain Trundle, Group Head of Learning Channels, BarclaysRory Lawson, Account Director, City & Guilds KineoPerry Timms, Director – People & Learning, Media Zoo

Which digital trends are driving engagement in workplacelearning in your organisations? In engaging learners, howdo we ensure a balance between established learningpractices and disruptive forward thinking?

How do you engage, connect and deliver learning to aglobal workforce?

Our Panellists include:Rory Lawson (Kineo) Solutions Consultant focused on digitaland blended learning; Perry Timms (CIPD, Media Zoo) ourresident HR Futurist who wants a balance betweenestablished learning practices and disruptive forwardthinking; and Iain Trundle (Barclays) who has taken a freshlook at connecting 135,000 employees to 170 learningprogrammes in over 45 countries. Chaired by Nicola Strong,explorer of authentic conversations in digital spaces.

Nicola Strong is fascinated in how we are human in digitalspaces. Specifically, how different technologies can support,enhance or block authentic communication in our day-to-dayworking lives.

As a mash-up researcher and lateral futurist she has beenexploring the use of Augmented Reality (AR) in customerservice, learning how gamification and serious games can helpleaders improve the way they lead, debated the use of intelligentrobots for expanding the human job market and, of course,how to engage the collective intelligence (hive mind) of largegroups of individuals through online tools or social media.

As Account Director at City & Guilds Kineo, Rory Lawsondirects innovative learning solutions and strategies forKineo’s key accounts. Rory has a passion for design andtechnology, delivering highly creative design concepts andsolutions that are blended or purely digital, and providesconsultancy to some of the world’s leading brands. He has aproven ability to manage and drive large scale, international,digital learning projects, from Needs Analysis through tomedia production to delivery and assessment of high impactlearning.

Iain Trundle has lived and breathed the digital world for over15 years, spanning corporate learning technologies, businessstrategy, client management and production roles acrossmany industries.

He’s successfully delivered many platforms, tools andprogrammes, but considers the latest initiative he’s beenworking on at Barclays the most exciting yet. It’s transforming

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STRATEGY & LEADERSHIP

ENGAGING THE WORKFORCE THROUGH TEAMINITIATED JOB CRAFTINGDr. Giles McClelland, Division Leader of Business, Economicsand International Business, University of Central Lancashire

Job crafting is a self‐initiated behaviour in whichindividuals or teams change aspects of the work to makethe work more meaningful. Collaborative job crafting isassociated with higher employee engagement and teamperformance. Call centre supervisors and managers needto be aware of the potential benefits of collaborativecrafting to ensure it is not inhibited by their behaviours. Aspositive consequences are associated with collaborativecrafting, organisations should consider ways to enhancethe collaborative crafting capability of teams.

Dr. Giles McClelland is Division Leader of Business,Economics and International Business at the University ofCentral Lancashire. Previous to following a career inacademia Giles coordinated the market intelligence andresearch strategy for the CallNorthWest project. Giles’research interests are firmly located in the field ofIndustrial/Organisational Psychology. In particular, teameffectiveness. His most recent study on how call centreteams proactively adjust aspects of their work to create moremeaningful experiences was published in the Journal ofOrganisational and Occupational Psychology.

INSPIRATIONAL PRESENCE:THE ART OF ENGAGEMENTDr. Amanda Potter, Managing Director, ZirconManagement Consulting

This session will look at the concept of InspirationalLeadership and Executive Presence and will start touncover the critical elements of how Inspirational Presenceimpacts the leaders’ ability to engage their people. Theconcept of Inspirational Leadership is fascinating and hasbeen a topic of interest for many years, with researcherssuggesting that Inspirational Leaders have no need toimpress or flex their power or position in order to gaincontrol. Executive Presence is less well researched anduntil now, even less well defined. Most people agree thatwe ‘know’ when someone has Executive Presence but wecan’t necessarily define it.

The Zircon team interviewed 196 leaders from a diversemix of companies to understand how to define ExecutivePresence and Inspirational Leadership, asking whether theywere linked and, most significantly, whether they arecritical for leadership and business success. This researchhas been invaluable in defining the critical success factorsfor managers and leaders in a business environment.

This interactive session will delve into the engagingconcept of Inspirational Presence. We ask for people’sopinions on which characteristics make up ExecutivePresence and Inspirational Leadership; examples of leaderswho have it; and the value that they bring, if any, toengaging the modern organisation. We also examine themethods that could be used to assess the extent to whichleaders are inspirational and have presence.

Dr. Amanda Potter is a Chartered Occupational Psychologistwith over 20 years’ experience in Talent Management andEngagement. Amanda is an Associate Fellow of the Divisionof Occupational Psychology within the British PsychologicalSociety (BPS) and is both a Chartered Scientist and aChartered Occupational Psychologist. Amanda hasinternational experience working at board level and has beeninvolved with talent system design and implementation since1993. Amanda founded Zircon, an award-winning BusinessPsychology Consultancy, in 2000 and in 2015 also foundedan online Talent Management business, Talent Gene®.

Amanda takes an innovative approach to talent strategy andhas focused her time on the development and delivery oftalent assessment and identification, team development andfacilitation, succession planning, performance managementprogrammes and events. Amanda designs and deliversindividual, team and organisational level interventions tomaximise corporate performance, employee satisfaction,engagement and fit. Amanda is also an executive coach andworks with clients on a one-to-one and group basis.

MEASURE YOUR SERVICE CULTURE TO IMPROVECUSTOMER SATISFACTION AND EMPLOYEEENGAGEMENTClaire Bonniol, Managing Director, Academie du Service UK& Alexis Grabar, Founding Partner, Academie du Service UK

The goal for a Business Owner or a Managing Director is todifferentiate its business from its competitors and makesustainable profits on a long term basis. For employees, thechallenge is to feel constantly motivated in their job andfind rewards in the reaction of their internal and externalcustomers. Therefore, developing a great service culturewithin an organisation will largely improve business resultsand increase employee engagement.

Academie du Service UK will deliver for the first timepublicly the results of its unique National Barometermeasuring the maturity of Service Culture in all major UKindustries.

Claire Bonniol is Managing Director of Academie du ServiceUK, with 20 years of international experience in the field ofmarketing of services and managerial innovative approaches,as consultant, business developer and trainer.

After having joined the Accor Group in 2001, she relished theopportunity to develop entrepreneurial skills, firstparticipating in the creation of Academie du Service as anAccor Subsidiary, then becoming co-owner of the companywhen it became independent, launching a unique bilingualmagazine dedicated to service activities and co-founding theService Lab Foundation.

She has an Executive MBA from CELSA-Sorbonne, 2 MastersDegrees (Communication & European Culture Management)and a postgraduate in HR policies from the College of Europe(Belgium).

Alexis Grabar is a Franco-American serial entrepreneur andFounding Partner of Academie du Service UK in charge ofBusiness Development and Strategy. Alexis has more than 10years of international corporate experience with Eurocopter,Airbus, Cap Gemini and NetJets.

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11:00 CHAIR'S INTRODUCTIONJames Rapinac, Business Solutions Consultant, Gallup

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And she is passionate about…• Continuous personal development to enable her to become a more effective internal change agent and HR leader.• Coaching people to help them unlock their potential.• Helping organisations to become more agile and resilient.

SAY “YES” TO THE MESS – DE ‘THINGIFYING’EMPLOYEE ENGAGEMENTSteve Chapman, Chief Adventurer, CSS Change & Creativity

‘Thingification’ is the biggest threat to organisationaltransformation and employee engagement in modernorganisations. It is only by treating our organisations lessas things and more as complex patterns of human relatingthat we can truly begin to engage our employees in a waythat is more lively, exciting and innovative. In this highlyinteractive session, Steve will explore what it means toengage our employees in a more spontaneous and creativeway and the particular type of psychological and socialpermission that is required to enable cultures in whichemployee’s creative spirit can thrive.

Steve Chapman is fascinated by human beings, how theyinteract, fall out, make up, change and create stuff together.Before becoming an independent consultant, speaker, writerand coach he spent over 20 years in the corporate world, hislast role being Director of Leadership and OrganisationDevelopment for a large global blue chip. It was during thistime that he became intrigued by the difference betweenwhat is supposed to happen in organisations versus whatactually happens. He started to notice how many of theunquestioned corporate traditions (such as strategy,structure, change management, governance, meetings etc.)actually constrained the very things that organisations needto survive and thrive in the future – imagination, creativity,spontaneity and innovation. He decided to dedicate his workto making sense of all of this and transformed his corporatecareer into creative adventure.

Steve has worked with a wide variety of clients in a broadrange of sectors helping them through times of change anddeveloping their own creative and innovative spirit. He hasworked with companies in various sectors, including airlines,telecoms, pharmaceuticals, energy, FMCG, engineering,retail, utilities, digital, financial services, design/creativeagencies, academia, trade union, local government andcharities. He holds an MSc with distinction in OrganisationalChange from Ashridge Business School where he returns asvisiting faculty to talk about organisational change, creativityand innovation.

GETTING THE BEST OUT OF A GLOBAL WORKFORCESarah Marrs, SME Employee Engagement, Qualtrics

A global workforce is the secret behind a world classcompany. But without getting to grips with its DNA, eventhe best employer can’t hope to bring out the best in itspeople or capitalise on the diversity of its talent base.That’s why Qualtrics, the world’s leading insight platform,asked 6,500 employees in 14 countries what they thoughtabout work. How happy they are in their professions andwhat motivates them most? How do they rate their worklife balance, their personal productivity and that of theircompatriots? From Sweden to Greece, Canada to the UK,

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Since 2002 living in London, Alexis has founded and managedtwo UK companies with offices in France, Russia and USaround service culture and employee engagement.

He is an expert in Transport, Media, Technology, Luxury, Retailand Cosmetics industries. Alexis holds an MSc from GrenobleSchool of Management, and a MBA from HEC Paris.

TRANSFORMATION & CHANGE MANAGEMENT

ISOS HOUSING GROUP CASE STUDY:EINSTEIN RELOADED – THE PHYSICS OFEMPLOYEE ENGAGEMENTJennifer Flint, Group Assistant Director, People, IsosHousing Limited

In 2010 Isos Housing underwent a transformationalchange programme to create a single, consolidatedbusiness and position the business for further growth,following a rapid series of mergers and acquisitions. Withinfive years Isos grew from £42 to £86 million turnover andstaff engagement increased from 56% to 91%, with Isosbecoming a Gold Investor In People and a Sunday TimesTop 100 employer.

Key to this success was inspiring staff through a winningformula of igniting energy, momentum and connection. Itbegan by creating an exciting new purpose and vision andgathered pace through an imaginative campaign thatengaged everyone in helping to make Isos the North’sleading housing organisation. The result: staff engagement,squared.

Jennifer Flint is a chartered Member of the CIPD withnineteen years experience in a variety of HR, L&D and ODroles in different sectors. She is currently the GroupAssistant Director People for Isos, a regional housingassociation that provides affordable homes for sale and rent.She leads three teams – Organisation Development,Communications & Marketing and Health & Safety – whohelp to build the brand, make Isos a brilliant place to work anddeliver the purpose of making people’s lives better every day.

Current projects• Engaging staff and managers in developing a revised set of corporate values to support the new Group following a period of growth.• Delivering a five year Communications and Marketing strategy which aims to position Isos as a leader for social impact, regionally and nationally, and as an authentic voice for affordable housing.• Developing a Reward and Recognition strategy to support Isos’s 2020 vision.• Delivery of a five year Health, Safety and Wellbeing Strategy.

Jennifer is particularly interested in…• The importance of stepping into vulnerability in order to become an inspirational leader.• Nurturing an organisational culture of innovation by developing resilience and creativity.• The link between internal organisational culture and external brand management.• Using Myers Briggs as a tool for personal and team development.

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the results challenge stereotypes and defy receivedwisdom with required reading for Business Leaders whowant to bring out the best in their employers’ globalworkforces.

Sarah Marrs has been specialising in designing and runningEmployee Engagement surveys for seven years. She joinedQualtrics in April 2015 after spending some time in-house atTesco delivering their global employee survey. Prior to TescoSarah worked at the Hay Group for 4 years based in theirMelbourne, Australia office. She led accounts for their largestclients in the region, designing and delivering impactfulsurvey programs. Sarah has particular experience indelivering surveys to Financial Services and Retailorganisations, and is a big believer in the power of listening toand acting on employee feedback. At Qualtrics she workswith organisations looking to explore innovative ways ofgetting feedback from their employees, helping them findsolutions that are both robust and innovative.

LUNCH

EMPLOYEE & CUSTOMER ENGAGEMENT

BUILDING A BRAND FROM THE INSIDE OUTVictoria Lewis-Stephens, Managing Partner, InstinctifPartners

Big brands make big promises but unless your people arealigned behind those promises your customers will beimpacted. Whatever type of business you are part of,aligning your people behind where you are going isessential. In this session you will hear case studieshighlighting how communicators from some of the world’sbiggest brands have engaged their people to delivergrowth, innovation and service.

In this session we will share:• Insights into how to build your brand from the inside out.• How to align your people behind your vision and brand promise.• How to tap into the real influencers within your business to inspire change.

As a passionate advocate for the impact employee andcustomer engagement can have on driving business growthand performance, Victoria is responsible for developingcompelling engagement strategies for some of the world’sbiggest brands. Victoria specialises in helping businessesengage their people during periods of significant change,turning them into growth drivers and brand advocates. Shehas worked with Direct Line Group, Starwood Hotels, HSBC,eBay, Lloyd’s Banking Group, Unilever, Royal Bank ofScotland, Wolseley plc, British Gas, and Specsavers.

HSBC CASE STUDY: WISDOM OF THE CROWD –HARNESSING COLLECTIVE INTELLIGENCE ON AGLOBAL SCALEDee Gosney, Senior Producer, Global Content & EmployeeDigital Platforms, HSBC

How we responded to employee demands for an authentic

voice; introducing HSBC NOW Share, a ground‐breakingvideo crowdsourcing app launched to 260,000 employeesacross 72 countries. From business case toimplementation in eight weeks, learn how we cut throughbureaucracy to drive innovation at speed and gathervaluable insight into cultural mindset.

Dee Gosney is a senior producer for HSBC NOW TV, anaward-winning global news channel aimed at an audience of250,000 employees across 71 countries. Since its launch in2011, the programme has attracted over 100,000 regularviewers and has picked up multiple awards: Best Web TV atthe European Digital Awards 2012, Best InternalCommunications at the Corporate Comms Awards 2012 andBest International Program at the CIPR Inside Awards 2013.In 2014 HSBC NOW TV also won Bronze at the Cannes PRLions (Internal Communications).

Since joining HSBC in 2008, Dee has field produced in Egypt,Turkey, China, Hong Kong, Dubai and Oman. She is currentlyresponsible for developing long-form video content tosupport HSBC’s strategic business priorities including thedevelopment of the Renminbi and the company’s core values.She has recently led the launch of HSBC’s first global staffvideo app.

ONE SIZE DOES NOT FIT ALL – INSIGHTS FROMRYANAIR, PETS AT HOME AND AVIVA AND THEDIFFERENT APPROACHES THEY HAVE TAKEN TOIMPROVE EMPLOYEE ENGAGEMENTAdrian Swinscoe, Consultant, Rare Business

Featuring case studies and interviews from his new book(How To Wow), Adrian will share a number of stories aboutthe different approaches that firms such as Ryanair, PetsAt Home and Aviva (as well as others) have taken, how thathas improved their employee engagement and what hasbeen the impact on customer engagement, performanceand profitability.

Adrian Swinscoe is a consultant and adviser to a number offirms helping them improve their customer and clientexperience. His clients range from large publicly quotedorganisations to fast-growing, entrepreneurial firms.

He’s a huge fan of organisations that do great things for theircustomers and enjoys using research, stories and humaninsights to help create change and better results for hisclients. He will be publishing a book: How To Wow withPearson in Apr/May 2016 that will be full of practical tips,inspiring insights and interviews with a wide range of leadersand entrepreneurs on how to deliver a world-class customerand employee experience.

Overall, he’s a lover of simplicity and an advocate of thehuman touch with some really useful technology thrown in.

Outside of work, he’s a keen but distinctly average rock-climber and loves to develop and share via his blog and hiscolumn on the Entrepreneur section of Forbes.com.

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business results achieved as LV= shot from the UK’s 12th tothe 2nd largest car insurer, also being named as YouGovMost Recommended Insurer, Moneywise Most TrustedInsurer and to complete the hat trick the leading Insurer inthe ICS Customer Satisfaction Index.

THE POWER OF ACTIVE INVOLVEMENT INMEETINGS AND EVENTSHector Venegas, CEO, Swarmworks

The desired outcome of meetings and events can havedifferent objectives. It might be learning, informing,motivating or networking or even all of those. What theyall have in common though, is the fact that it is peoplegathering for a certain purpose. So how can we make sureto achieve those desired outcomes?

The Meetovation concept from VisitDenmark considersthe active involvement of the delegates as one of thepillars of a successful meeting or event. SwarmWorks hasdeveloped different methods to do exactly that:

Turning the audience into participants.

Meet Héctor A. Venegas, CEO of SwarmWorks, for adialogue on the power of active involvement in meetingsand events.

Héctor A. Venegas is Chief Executive Officer and Partner ofSwarmWorks Ltd, a company specialised in interactiveinvolvement of large audiences by making use of thecollective intelligence of the attendees. ThereforeSwarmWorks has developed world unique methods. Thecompany’s headquarter is based in Cologne (Germany) withoffices in London (UK), Asheville and Boston (USA). Héctorgraduated from law school at the University of Cologne.Besides his role at SwarmWorks, he is current President ofthe MPI Germany Chapter. He has been in leading roleswithin the events industry for more than 15 years.

COFFEE

REWARD & WELLBEING

JOHN LEWIS PARTNERSHIP CASE STUDY:CARE IN OUR COMMUNITYJane Burgess, Partnerships’ Counsellor – Main BoardDirector, John Lewis Partnership

Health and wellbeing of employees is an important aspectfor any company, and particularly so in a co‐ownedbusiness such as the Partnership. It is not only aboutprogrammes and policies but commitments at the heart ofthe business. The presentation will highlight thePartnership’s approach. Our Founder in setting up thePartnership said:

‘True happiness requires a sense of honest service to thegeneral community, a sense of being some use in theworld. But, subject to those claims of conscience,happiness depends upon quite other things. Work andfellow‐workers must be congenial. There must be peace ofmind. Income must be sufficient and so on.

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TECHNOLOGY, INCLUDING A.I, IOT & DIGITAL

BP CASE STUDY: WHY DON’T YOU BUILD A SATNAVFOR ENGAGEMENT?Nick Shackleton-Jones, Director, Learning Innovation &Technology, BP

• If education was never effective at knowledge transfer, and knowledge transfer was never the way to change behaviour – how would we go about improving performance?• Do we need to think harder about learning elimination? Did you get a manual with your last technology purchase? Did you read it?• What if we had SatNav for everything? Could technology build your organisational capability whilst simultaneously reducing the need for individual capability?• Could we do this for areas like leadership? Could we radically improve employee engagement through wearable leadership guidance systems?

Nick Shackleton-Jones started his career as a psychologylecturer, developing an interest in technology which broughthim into the world of corporate learning. Before joining BP inDecember 2010 as Director, Online & Informal LearningNick worked for the BBC where he was also responsible foronline & informal learning. Together with his team he isresponsible for publication of the Learning Design Toolkit,The Affective Context Model and the Learning Field Guide.He speaks regularly on topics including the future of learning,culture change, social media and learning innovation. Heblogs sporadically at aconventional.com, and dreams of a timewhen working in learning will be a real job.

LV= CASE STUDY:EMBRACING THE CULTURE OF THE FUTUREPeter Sinden, Director of Sales & Service GI, LV=

LV= have risen from the UK’s 12th to the 2nd largest carinsurer and are on a mission to become Britain’s BestLoved insurer. A major focus being to nurture their ‘peoplefirst’ empowered and award winning culture, one that isachieving employee engagement scores way above theFinancial Services industry norm, whilst also deliveringexceptional service and customer satisfaction results.

Peter’s experience and passion, having spent 25 years withLloyds TSB before moving to LV= in 2005, has helped toshape and deliver LV=’s excellent people, customer andbusiness results throughout their growth and during aperiod of huge change in consumer behaviour anddemands.

He is well placed to talk about the impacts of how thesechanges will continue, at a faster pace, driven by consumertech, how this will impact colleagues and customers andwhat we should start thinking about now in order toremain competitive and relevant into the future.

Peter Sinden is passionate about his colleagues andcustomers. Having spent 25 years with Lloyds TSB, the lastfive running their Direct Insurance business, he then movedto LV= in 2005 relishing the challenge of helping to turn thecompany’s fortunes around. Here he has played a key role inshaping and delivering the excellent people, customer and

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2015, Debra joined the global leader in employee

engagement technology Reward Gateway as Group Reward

Director.

In 2012, Debra was named Employee Benefits Professional

of the Year by Employee Benefits magazine.

Debra’s new book “Effective HR Communication : A

Framework for Communicating HR Programmes with

Impact” was published by Kogan Page in March 2016.

WHY ENGAGING YOUR WORKFORCE THROUGHSPORT IS HEALTHY FOR BUSINESSJohn Butcher, Corporate Manager, Business Solutions,Decathlon UK

Today 57% of the UK workforce are not engaged at workby their employers.

Companies across the UK are trying to find ways toincrease productivity, reduce absenteeism and boostsatisfaction as well as retain talent and lower stress.

Culture and engagement was rated as the number 1 issuefor HR leaders not only in the UK but also across the globe– so the problem facing business owners is clear, but howcan employers tackle this in an environment where costsare always challenged?

This presentation will focus on:

• The benefits of sport on health and wellbeing – the benefits for the employee and the business results.• How to organise collective sporting activity in work and encourage it outside work.• How to offer a solution to allow an employee’s family members to benefit from sport as well.

John Butcher has worked for Decathlon for 15 years,

starting in retail where he opened companies 6th store,

Lakeside in 2005.

John took in 2006 responsibility at UK level management of

Operations, before taking charge of Communications and

Marketing in 2011.

Between 2011 and 2015 John took charge of the management

of all marketing activity for the UK including the investments

for the store opening programme. Over this period

Decathlon doubled the number of stores in the UK from 10

to 20, there will be a further 8 stores openings in 2016.

In July 2015 John launched a new business unit, Decathlon

for business, which has as its goal to enable companies to

engage their employees through sport as part of their

rewards and recognition programmes.

DRINKS & NETWORKING PARTY

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Those are the aims of a young man or woman starting lifewith a desire to be self‐supporting. The supreme purposeof the John Lewis Partnership is that its members shall feelthat by their membership they are achieving those aims atleast as well and in most cases better than otherwise theywould.’

I have Main Board Level experience with operationalleadership and human resources practice in a customerfacing business. I have proven ability to help shape strategy;ensure robust, constructive and objective challenge, workingas an internal senior independent director, a goodunderstanding and application of governance arrangements,employee engagement and monitoring of performance in anenvironment where upholding values, standards andrelationships are critical. I also have experience as a nonexecutive director with Loch Fyne Oysters.

I have worked for over thirty years for the John LewisPartnership, a food and non food £10bn retail business,employing 90,000 Partners, which has a successful historyand an exciting future operating within the context ofemployee ownership. Since 2012 I have been a Main BoardDirector, reporting to the Chairman and with currentexperience of the Risk and Audit, Remuneration and CSR subcommittees. As a board director, I spend time understandingthe nature and context of the commercial world in which weoperate and shaping business strategy accordingly.

My current role is to assimilate information and insight, raiseissues and facilitate debate to ensure the Board and theexecutive think holistically and practically across all aspectsof the business from the perspective of all employees as co-owners (employees are all effectively the shareholders), andsuccessfully delivers agrees strategic initiatives in a mannerthat takes full account of the Partnership’s enduring sevenprinciples.

RECOGNITION – MORE THAN ONE WAY TOSLICE A CARROTDebra Corey, Group Reward Director, Reward Gateway

We know a “one‐size‐fits‐all” approach doesn’t work forrecognition, so how do you implement a programme tohelp drive employee engagement, performance orretention that will work at your company?

In this session, Debra will share examples of how top UKbusinesses recognise their people.

She focusses on three key areas:

• Why these programmes were introduced.• What type of programme and awards were put in place to support these objectives.• How these companies achieved their objectives and became award winning programmes!

Debra Corey is an author and multi-award winning

professional with more than 30 years’ experience in benefits,

compensation, performance management, global mobility

and recognition. Throughout her career, she has held senior

reward roles at a number of well-known global organisations

like Gap, Quintiles, Morrisons and Merlin Entertainments

where she led award-winning communications campaigns. In

HALL 2

16

AGENDA


potential and deliver results.

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Cognadev focuses on people assessment and development and has, since 1994, created innovativetechniques to identify and leverage talent, manage people risks and empower business. We have, over thepast two decades assisted approximately 1000 corporate and consulting clients, globally.

The Cognadev assessments involve unique, online systems measuring psychological constructs such ascognition, values, motivation and job-related competence. Our methodologies are based on a systemsmodelling approach which transcends traditional psychometrics. In terms of training and development,Cognadev introduces professionals to the powerful theoretical models which underlie our assessmentproducts. In terms of consulting, we aim at leveraging assessment and development solutions to actualisehuman and organisational potential.

Cognadev offers the following assessment products:• The Cognitive Process Profile (CPP) • The Learning Orientation Index (LOI) • The Contextualised Competency Mapping (CCM) • The Motivational Profile (MP) • The Value Orientations (VO)

Contact Details:E: [email protected]: www.cognadev.com

19

SPONSORS


Qnnect provides an interactive and dynamic way for companies and employees to improveengagement through communication, information sharing, learning and team development.Qnnect enables highly motivated employees to use secure chat for team communication,participate in active learning quizzes and monitor personal progress.

Integrated reporting allows managers and employees to track progress, identify knowledgegaps, and ensure understanding with sustainable team development.

Contact Details:Bill Parker, Business DevelopmentT: +44 7768 272792E: [email protected]: www.qnnect.com

PLATINUM

GOLD

Academie du Service UK is the English subsidiary of Académie du Service, the consulting and training firmrecognised as market leader in France and pioneer internationally in service culture, employee engagementand customer satisfaction. With more than 250 prestigious clients across various industries worldwide,London has been chosen to be the first subsidiary of their international expansion.

Their expertise includes:• Designing the customer and employee experience• Training managers, in-house trainers, and associates to embody the appropriate attitudes to get customer satisfaction• Measuring, communicating and reinforcing service culture in the company to succeed in the long-term

Contact details:Claire Bonniol, Managing DirectorT: 0033 (0) 6 19 99 42 21E: [email protected]: www.academieduservice.com/en

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21

SPONSORS


Big Brands make big promises. We help to deliver them.

We work with our clients to help them meet the challenges of their business. We do this by developingengagement strategies that innovate and inspire, but more importantly drive business forward. So, whatevertype of business you are leading, whether you need customer, employee, stakeholder, or brand engagement,we will help you bring your customers and employees with you on your journey.

From crafting your communication strategy to telling your corporate story or building customer campaigns,we enable the behavioural change to create growth that helps you adapt to an ever-business environment.Working with businesses across all sectors – from global brands to regional start-ups – we thrive on gettingto know each of our clients.

Contact details:Sarah Harrison, New Business ManagerT: 07581148550E: [email protected]: www.instinctif.com

Gallup delivers analytics and advice to help leaders and organisations solve their most pressing problems.Combining more than 80 years of experience with its global reach, Gallup knows more about the attitudesand behaviors of employees, customers, students and citizens than any other organisation in the world.

Contact details:Gallup, The Shard, 18th Floor, 32 London Bridge Street, SE1 9SGT: 020 7950 4400W: www.gallup.com

GOLD

Great organisations have engaged employees - achieving better performance and better productivitythrough the effort and commitment of their people. Grass Roots deliver innovative engagement solutionsthat make a more enjoyable work experience. By maximising engagement throughout the employee journey,we help our clients to inspire their people to realise their full potential and deliver results.

Our solutions include: Recognition, Learning, Surveys, Benefits, Wellbeing and Communication.

Key Products:Employee Engagement Solutions: Welcome On Board, Living Our Values, Working Together, CelebratingSuccess, Developing Yourself, Have Your Say, Benefits For Everyone.

Francis Goss, Commercial Director at Grass Roots and a Director Trustee of the Engage for Success Foundationwill be speaking on Internal Communications and The Voice of the Employee at 12.55 – 13.15 in Hall 1.

Contact details:Francis Goss, Commercial Director, Grass RootsE: [email protected]: www.grg.com

Jive is the leading provider of modern communication and collaboration solutions for business. Our productsapply powerful technology that helps employees, partners and customers work better together. Insidecompanies, Jive-n interactive intranets and collaborative hubs dramatically improve employee productivity,alignment and innovation. Externally, Jive-x customer and partner communities drive higher sales, betterservice and greater satisfaction. Millions of users and many of the world’s most successful companies rely onJive day in and day out to get work done, delight their customers and stay ahead of their competitors. Formore information please visit: www.jivesoftware.com

Contact details:Lisa Grantham, Director International Marketing (EMEA & APAC)T: 0118 402 6900E: [email protected]: www.jivesoftware.com

Audience engagement is the keySwarmWorks

brainstorming sessions or to

ensures happy faces, shining

back or make decisions on the

reputated companies

We will be pleased to advise youPlease contact us, we look forward to hearing from

SwarmWorks Ltd. SwarmWorks, Inc.

Langbaurghstraße 17

Germany USA

23

SPONSORS


Qualtrics is a rapidly growing software-as-a-service company and the provider of the world's leading insightplatform. Qualtrics' Employee Insights technology combines organisational hierarchy management, role-based dashboards and reporting, driver analysis, and action planning with Qualtrics’ intuitive survey engine,empowering organisations to manage the entire employee lifecycle—from onboarding and engagement toleadership development and departure. With support from Qualtrics’ HR subject matter experts and I/Opsychologists, thousands of Qualtrics customers worldwide are taking control of their employee insightsprograms and capturing real-time, holistic views of employee sentiment at every level of their organisations.To learn more visit: www.qualtrics.com/employee-insights

Contact Details:Ian McVey, Head of Enterprise Sales, Northern EuropeT: + 44 (0) 203 4437040E: [email protected] W: www.qualtrics.com

Reward Gateway is the world leader in employee engagement software and helps HR departments toattract, engage and retain the best talent. The company’s SmartHub® software is a cloud-based, easy todeploy and use, system that includes built-in employee benefits, recognition products and employeecommunications tools. Designed entirely around the needs of HR, SmartHub® puts full, real-time control inthe hands of HR with an easy to use system backed by 24/7 support.

Contact Details:Oliver Munday, Engagement Consultancy Manager -T: 0207 229 0349E: [email protected]: www.rewardgateway.com

GOLDKarian and Box, established in 2006, has built a strong reputation as an employee engagement specialist. Weare, first and foremost, experts in how to better communicate with, engage and mobilise employees behindbusiness priorities.

We offer three core services, helping organisations to:

• Develop the right employee engagement strategy in support of an organisation’s business priorities.• Define and conduct innovative measurement of employee opinion and engagement to provide comprehensive and actionable insights. • Build and implement creative, high impact campaigns and communications that turn an organisation’s engagement strategy into tangible action.

With 40 in-house specialists, we are now one of the fastest growing companies in the engagement andemployee research sectors with a reputation for innovative and unique approaches, and a flexible, trusted,high-quality service that exceeds client expectations. Since starting in 2006, we have continued to growthrough the referral and advocacy of clients who have benefited from our services. We work in partnershipwith some of the biggest UK and international brands, including Aviva, HSBC, BP, Barclays, FirstGroup andThe Co-operative Group to name only a few.

Contact Details:Ghassan Karian, CEO, Karian and BoxT: 01904 654454E: [email protected]: www.karianandbox.com

Founded in 2008 in Germany, our methods entice the participants from their passivity, involve them andgive them lots of scope for active participation, networked interaction and creativity.

The result: live communication comes to life in the truest sense of the word. Real-time voting, theinteractive and networked development of ideas, strategies and solutions and collective games are the veryopposite of conventional, cognitively overloaded information events. With 4 offices worldwide and over3500 meetings & events supported we are focused on turning the audience into participants

Contact Details:Héctor A. Venegas, Dipl. Jur. CEOT: +49 2241 12352 25F: +49 2241 12352 30M: +49 151 24028571E: [email protected]: www.swarmworks.com

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25

EXHIBITORS


Fleet Evolution are revolutionising Car Salary Sacrifice provider giving employers of all sizes the ability tooffer savings of up to 45% on new cars to their employees, all at virtually no risk and no cost to the company!Fleet Evolution’s approach is inclusive, as a company built as a ‘benefits’ company rather than a leasecompany our first response to any enquiry is ‘how can we help’ rather than ‘is this worth our time’, we takecare of the risk and most of the admin on our customers behalf meaning more employees can now accessthis valuable benefit. Visit us to learn about our award winning unique approach.

Contact details:Sian Phillips, Marketing ExecutiveT: 0844 8483 455E: [email protected]: www.fleetevolution.com

Brathay is a specialist People and Organisation Development consultancy who believes in people and theirability to create extraordinary, positive change in their organisations. With high levels of expertise and adynamic approach, we have been engaging employees and helping transform businesses for more than half acentury.

We design and implement bespoke solutions that deliver significant bottom line impact through elevatedemployee engagement, enhanced development, improved retention and greater productivity.

Our consultants have the rare ability to bring out the best in people at all levels in an organisation, helpingthem to transform from simply doing to doing something brilliantly.

Contact details:Paul WilkinsonT: +44 (0) 844 225 3100E: [email protected]: www.brathay.org.uk/pod

Innovation Arts is a hybrid strategy consultancy and design agency. We help organisations to draw on theircollective intellect and imagination to think differently, visualise ideas (our graphical recorders are hard atwork here today), design solutions and make decisions - together. We know that through collaborativeengagement, co-design and play, new possibilities can be created.

Our customisable values and behaviours game, Dilemma®, uses Games Science – combining play theory,organisational psychology and technology – to creatively engage and inspire employees. Dilemma®stimulates discussion and debate, promoting the translation of an organisation’s values into day-to-daybehaviours. Dilemma® creates a way of measuring how well those values are understood and acted upon inthe real world, to help inform organisational learning initiatives and interventions to their best effect.

Contact details:Nina JankelsonT: 020 7785 7080E: [email protected] W: www.innovation-arts.com

SEE WHAT QUALTRICS CAN DO FOR YOU AT BOOTH 3

27

EXHIBITORS


Our Feedback is a unique, independent, transformative feedback service for businesses & organisations inall industries. We aim to bring business leaders closer to employees. Capturing the great ideas from theengine room of your business, maximising the value of all of the experience of your employees and givingthem the means to express themselves in a confidential manner. Our Feedback provide a platform for youremployees to voice their feedback to us, in confidence. We collect all the feedback, remove all personalinformation and pass all of the suggestions to you to enable you to bring about change.

Contact details:James BattisonT: 0800 331 7300E: [email protected] W: www.hearourfeedback.com

HappyOrNot® helps its clients to develop their productivity, service experience and sales throughcontinuous monitoring and reporting on employee satisfaction and customer satisfaction levels. We serve such sectors as retail, traveling and transportation, outsourcing services, healthcare andwellbeing, HoReCa, financial services, automotive, and public and governmental services. HappyOrNot hasreceived several awards and recognition by major medias such as Daily Finance and USA Today, andfeatured on Fox Business, Bloomberg International, and CNBC.

HappyOrNot is currently being used by over 2,000 companies across 70 countries, and to date has collectedand reported on over a quarter billion feedbacks. Our clients include Nike, Linkedin, Heathrow Airport,Carrefour, IKEA, Ebay, Dixon's Carphone, DHL, Deutsche Bahn, Sodexo, Securitas.

Contact details:Jarkko SitilainenW: [email protected] W: www.happy-or-not.com

Mainframe is a team communication tool for your employees.

A recent case study saw 70% of employees state that Mainframe increased transparency and office cultureimmediately and that overall productivity was increased by 35%! Quick instant chat with colleagues aroundsubjects or channel threads. Unlimited file sharing. Clear assignments distributed through messages sent.

Decrease the amount of meetings you have. Decrease the amount of emails to your inbox.Keep employees happy.

Contact details:Brad HagenE: [email protected]: 07426013055W: www.mainframe.co

Persona was established in 1984 and is one of the most respected companies specialising in leadership andpersonality assessments in Sweden. As certified psychologists using scientific methods and a comprehensiveunderstanding of business, we provide management boards, managers and human resource personnel withrisk and potential assessments for employee selection, customised leadership development, enhancedgroup cooperation and human capital due diligence. We also educate managers and HR personnel incompetency based interview technique and personality assessment to increase their assessment skills. Ourcustomers include small to large international businesses within retail, banking & finance, consultancy,recruitment, automotive and tech industries.

Contact details:Lisa Brodin Ferraro, PartnerT: 0788 494 7279E: [email protected]: www.persona.se/en

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29

PARTNERS


Thanks to the collaborative spirit of our Founding Members, theAssociation has long held a reputation for openness and supportamongst its members. Our events and our members’ interactionstypically represent genuine knowledge sharing in the interest offurthering the study and practice of Business Psychology.

In this context, the ABP continues to encourage and facilitatenetworking amongst all academics and practitioners in ourmembership in order to share knowledge and professionalexperiences. We facilitate this networking through:

• Online discussion forums • Regional speaker events• Local networks’ meetings• Annual Conference

Additional networking, coaching, peer-review and mentoringarrangements can also be initiated via our ABP Connections service.

Contact details:T: 01625 664540E: [email protected]: www.theabp.org.uk

We are a growing, dynamic, voluntary movement promoting employeeengagement as a better way to work that benefits individualemployees, teams, and whole organisations.

Our vision: We want everyone working in the UK to want, and be able,to give their best each day, so that each day is a great day at work, andthat workplaces in the UK are thriving, growing and developingthrough the commitment, energy, and creativity of the people thatwork in them.

Our aims: We want to grow awareness about the power and potentialof employee engagement, encourage people to think more about it,and to provoke them to take action where they work.

Contact details:Cathy Brown, Executive DirectorE: [email protected] W: www.engageforsuccess.org

Ember Services is a customer management consultancy. We deliverfinancially driven customer management strategies and operationaldelivery solutions that increase commercial value from customeroperations. We target opportunities for improved customer value,increased staff engagement, revenue enhancement and costreduction all driven from a deep understanding of what drivesperformance and how to effect change.

Founded in 2010, Ember is staffed by customer managementstrategists, training and people development practitioners, financeand commercial specialists, technologists and operational specialists.

We work globally and across industries for organisations of all sizesincluding retail, financial services, energy & utilities, government andmedia.

Contact details:Sue Rix, Ember ServicesM: +44 (0) 7494 559488E: [email protected]: www.emberservices.com

bestpayrollservices.com is the leading provider of reviews and ratingson payroll services. Our objective is to provide businesses a list ofrecommended services to assist them in handling their payroll, humanresources and other important functions within their organisations.Companies that apply to be reviewed undergo a meticulous evaluationprocess.

Contact details:E: [email protected]: www.bestpayrollservices.com

Keeping busy executives up to date with reports on the latest ITtrends, presenting views from expert analysts and solution providers;EM360∞ offers specialist coverage surrounding Application, Business,Infrastructure, Information and Security Management; making it thecomprehensive guide for all aspects of organisational IT. With anestablished medium for editorial and online resources, we serve aglobal audience of C-level executives, management and ITpractitioners, informing them of the latest developments in theirindustries.

Contact details:Hayden FennT: 020 7148 4444E: [email protected]: www.enterprisemanagement360.com

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EVOLUTION OF THE VOICE OF THECUSTOMER DIRECTORS FORUMTHURSDAY 12TH MAY 2016

CX STRATEGY ANDINNOVATION LEADERS FORUM THURSDAY 23RD JUNE 2016

EMPLOYEE RECOGNITION,REWARD & RETENTIONDIRECTORS FORUMTHURSDAY 14TH JULY 2016

CUSTOMER ENGAGEMENTTRANSFORMATIONDIRECTORS FORUMFRIDAY 23RD SEPTEMBER 2016

CUSTOMER ENGAGEMENTIN FINANCE & RETAILDIRECTORS FORUMFRIDAY 21ST OCTOBER 2016

INTERNAL COMMUNICATIONSDIRECTORS FORUMTHURSDAY 3RD NOVEMBER 2016

21OCT 2016

03NOV 2016

14JUL 2016

12MAY 2016

23JUN 2016

23SEP 2016

OTHER 2016 EVENTS INCLUDE:

CUSTOMERENGAGEMENTSUMMIT 2016TUESDAY, 8 NOVEMBER 2016 • WESTMINSTER PARK PLAZA, LONDON

FOR TICKET SALES AND FURTHER INFORMATION CONTACT:T: 01932 506 300 (press 1)

E: [email protected]

W: EngageCustomer.com I EngageEmployee.com I EngageAwards.co.uk

2TICKETS

£995ENTERNOW

employee engagement summit 2016 - engage cx marketing · 2019-06-17 · employee engagement summit...

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