employee engagement summit · dr nicola millard, head of customer insight & futures, bt 12:05...

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EmployeeEngagementSummitTHURSDAY 16 APRIL 2015VICTORIA PARK PLAZA HOTEL, LONDON

The complete resource for leading edge thinking on theissues, challenges and opportunities relating to employeeengagement and its impact on customer engagement,performance and profitability

EVENT GUIDE

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4Floor Plan

5-11Agenda Summary & Detail

13The State of theGlobal Workforce

15Why NOW is the time tolink the voices of yourcustomers and employees

18Sponsors & Partners

Contents

WelcomeIt will focus firmly on the key issues, challengesand opportunities around engaging our peopleand include world class case studies, expertopinion, analysis, meet the speaker sessionsand high level networking opportunities.

In addition to a mouth-watering line up of casestudy presentations from the likes of Mars,Coca Cola, Specsavers, Molson Coors, AffinityWater, AMEX and the RSPB, the EmployeeEngagement Summit also includes keynotesfrom Peter Flade managing partner at Gallup,David MacLeod and Nita Clarke co-chairs ofEngage for Success and Clodagh O'Reilly,chair, Association for Business Psychology.

Research from the Financial Times reveals thatthe two most important business challengesidentified by CEO’s are around their people andtheir customer relationships. There is anirrefutable body of evidence which proves thatorganisations with engaged employees have lowerattrition, have more engaged customers and asa result gain long-term competitive advantage.

Of course the evidence is plain for all to see.The improved business performance andmarket capitalisation of organisations whodeliver great service through their people isnow a given – and even those who improvetheir service from low to average see benefits gostraight to their bottom line. Engaging andproperly directing our people is a no-brainer interms of the benefits it brings.

While CEOs are putting their people and theircustomer relationships at the top of their businessagenda – still not enough of them are reallydrawing a causal link between the two, andmaking it part of an overarching business strategy.

The signs are that businesses are moving in theright direction, and those who do are enjoying aclear competitive advantage. The EmployeeEngagement Summit will put a spotlight on

those organisations who are getting theiremployee engagement strategies right.

Latest Customer Experience Excellenceresearch from Nunwood identifies as a unifyingfactor among the Top 10 of that Top 100, thebest of the best, that they put their employeesfirst. In doing so their people work within aculture that lends itself to delivering high leveland consistent customer experience.

The virtuous circle formed by highly engaged,motivated and well directed employeesinteracting across departments with increasinglysophisticated and demanding digital agecustomers is the only sustainable way forwardand will remain a focal point for our activities.

Our flagship Customer Engagement Summit,also chaired by today’s chair Mike Havard ofEmber, is already recognised as the leadingjoined-up customer experience event of theyear and our aim is to quickly establish theEmployee Engagement Summit as the leaderin its field.

When we launched Engage Customer six yearsago our rationale was underpinned by acommitment to highlighting the importance oforganisations taking a joined up approach toengaging our people and our customers.

The Employee Engagement Summit comes asa growing number of organisations are realisingthe business benefits that accrue when theyforge a link between engagement of theiremployees and their customers – althoughthere is still much work to be done.

Our aim is for our delegates to leave thisSummit armed with all the tools and techniquesand insight they need to implement effectiveand successful long term employeeengagement strategies. Enjoy.

Steve Hurst, Editorial Director

A very warm welcome to our first Employee Engagement Summit.This Summit will highlight the cultural and commercial benefits oforganisations taking a holistic and joined-up view of theiremployee and customer engagement strategies

Employee Engagement Summit 3

www.engageemployee.com @EngageEmployee

#EngageSummits

Steve Hurst - Editorial [email protected]: 01932 506 304

Nick Rust - Sales [email protected]: 01932 506 301

Chris Wood - Managing [email protected]: 01932 506 303

Rachel Blake - Marketing [email protected]: 01932 506 302

Fiona Forbes - Event [email protected]

Dan Keen - Delegate [email protected]: 01932 506 306

James Hitchinson - Delegate [email protected]: 01932 506 305

The Employee Engagement Summit isorganised by Engage Business MediaLtd. Join engageemployee.com (freemembership) and receiveLatest News and Features, WeeklyNewsletter, Invitations to DirectorsForums, Summits and more.

Nicholson House,41 Thames Street

Weybridge, Surrey, KT13 8JG

Employee Engagement Summit Floor Plan

Employee Engagement Summit4

Lobby

Stairs toReception

To Lifts

Catering

Roundtables

Registration

Stage

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Lower Level 2- Edward Lobby and Suites 1 Ember Services

2 Engage For Success

3 Webtrends

4 Association of Business Psychology

5 Grass Roots

6 Page Up People

7 HRD

8 Towers Watson

9 Confirmit

10 Questback

Sponsorsand partners

09:00 Chairman's welcome and opening remarks Mike Havard, Director, Ember Services

09:10 Opening Keynote: Vinyl in a digital age – what great employers do that others don’t and how they use it to underpin a service culture Peter Flade, Managing Partner, Gallup

09:40 Keynote: Engage For Success David MacLeod, Co-Chair, Engage For Success Nita Clarke, Director, Involvement and Participation Association (IPA)

10:10 Keynote Case Study: The Mars Story, moving engagement from something we do to who we are Liz Clayton-Jones, Engagement Business Partner, Mars UK

08:30 Registration and Coffee

11:00 Mastering communication – how excellent internal communication drives engagement Linda Rolf, Director of Internal Communication and Employee Engagement, Specsavers

11:25 Is Cash always King? Francis Goss, Commercial Director, Grass Roots Group

11:45 The 6 D's Shaping the Future of Work (& what digital leaders need to do to adapt) Dr Nicola Millard, Head of Customer Insight & Futures, BT

12:05 How RSA transformed their engagement approach and delivered business-critical insights in a time of uncertainty. Kam Somal, Group Head of Organisational Development, RSA

12:25 Reed Smith LLP Case Study: "Engaging graduates with the need to build commercial, client skills as a way to help them transition effectively to the world of work" Nigel Spencer, Global Director of Learning & Development, Reed Smith LLP (Peer Awards Winner)

12:45 Using Internal Systems to Drive Employee Engagement – Webtrends with Coca-Cola Simon Bloom, Strategic Alliances & Partner Sales Director, Webtrends Saskia Hoppe, Communication Analytics, Coca-Cola Enterprises Ltd.

10:40 Coffee

13:05 Lunch & Meet the Speakers

14:00 Why we deliberately get rid of some of our best people Tim Morgan, CEO, Mint Digital

14:20 Different is Better than Better: how employee & volunteer engagement is driving sports club growth Mark Bradley, Founder, The Fan Experience Company

14:40 Connecting with customers– the importance of engagement in delivering great service Laura Lee, UK Customer Experience Director, Molson Coors

15:00 Developing an Ethos that Engages... Nick Brice, L&D Partner, American Express Community Stadium

15:20 Coffee

15:40 RSPB Case Study: Protecting engagement during times of change Richard Spencer, Head of Supporter Development, RSPB

16:00 Case Study: Affinity Water Richard Brimble, Director of Organisation Development, Affinity Water

16:20 Holistic Employee Engagement the TCS Way - engaging the multiple selves that make the self Nupur Mallick, Director HR, Tata Consultancy Services (TCS)

16:40 Engaging the Workforce-of-Ones Clodagh O'Reilly, Chair, Association for Business Psychology

17:00 Drinks and Networking Party

Employee Engagement Summit Agenda Summary


Agenda details on pages 6-12

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Chairman's welcome and opening remarksMike Havard, Director, Ember Services

Mike has had 25+ years in customer managementstrategy, operational delivery and leadership roles,with organisations including BT, TDG, Sitel, CMInsight and Verint. He is currently a director ofEmber Services, a strategic customer managementconsultancy focused on financial and performanceanalysis to support customer operations strategyand investment - helping organisations todetermine ‘what better is’ and being unashamedlyfinancial in perspective. He also sits as Non-Executive Director on the Boards of othercompanies in the customer management arena,covering anti-fraud technologies (Semafone) andskills optimisation technologies (Silver Lining) aswell as advising the Boards of major outsourcingand hosted platform providers.

He also sits on the CCA Standards Council, whereas a founding member, he helped establish theGlobal Standard for Contact Centres with the CCA.He is an Honorary Life Fellow of the IDM, where healso works as an Executive Board member on theInstitute’s journal and on their Education Council. Inaddition to these roles, Mike also sits on theEditorial Board of the Journal of Financial ServicesMarketing. He has authored managementtextbooks in this area, and has had many thoughtleading papers published. Mike has been a trustedand influential advisor to many governmentdepartments in respect of customer managementdevelopments and their contribution to nationaleconomic health and effectiveness.

He is also likes to escape and do dangerous thingsin the mountains occasionally.

Opening Keynote: Vinyl in a digital age – whatgreat employers do that others don’t and howthey use it to underpin a service culturePeter Flade, Managing Partner, Gallup

Many companies are seduced by the notion ofdigital channels as a way to bond with theircustomers – but customers aren’t feeling loved.The hard truth is that if serving customers was notyour company’s founding raison d’etre, then noamount of tinkering with a digital strategy will makeyour customers happier. If your company suddenly

needs to take better care of customers in order togrow or survive, there’s no escaping the need tobuild a deep-seated service culture. However, formost people, paid work is unsettling and energy-sapping. Despite employee engagement racing upthe priority list of CEOs our research into UKworkplaces reveals a sorry state of affairs: workerswho are actively disengaged outnumber theirengaged colleagues by an overwhelming factor of1.5:1. The good news is that there are companiesout there bucking the trend, and we’ve discoveredhow. Over a five-year timeframe, we studied 32exemplary companies (collectively employing600,000 people) across seven industries. At thesecompanies, the engaged workers outnumber theactively disengaged ones by a 9:1 ratio. Tounderstand what drives that tremendousadvantage, we looked for contrasts between themand a much larger set of companies we know tobe struggling to turn around bland and uninspiringworkplaces. We found seven elements in place atthe companies with spirited employees which arenotably lacking in the others. These elements go along way to explaining how companies canestablish proper service cultures.

Peter is a member of Gallup’s executive committeeand oversees the European region. Peter worksclosely with client leadership teams to improvelevels of employee and customer engagement. Hehas published articles in this arena and is regularlyasked to facilitate sessions at leadershipconferences. Peter is a visiting associate professorat HEC Paris.

Prior to joining Gallup in 1999, Peter worked inretail management for the Dixons Group. He holdsrelevant degrees from Kent, LSE and TRIUM.

Keynote: Engage For SuccessDavid MacLeod, Co-Chair, Engage For SuccessNita Clarke, Director, Involvement andParticipation Association (IPA)

David will outline the forces which are shaping ourworkplaces in order that we should betterunderstand what we must do to fully engage thefull capabilities and potential all our employees. Hewill talk about growing transparency through socialmedia and the four lens or enablers which lead tohigher levels of employee engagement.

Mike Havard

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David is co-Chair of the Employee EngagementTask Force launched by the Prime Minister atNumber 10 in 2011. He is a visiting Professor ofthe Cass Business School, a Fellow of theAshridge Business School, the Institute ofMarketing and of the RSA. He co-authored thebook entitled ‘The Extra Mile’ published by Pearsonon the topic of Employee Engagement. David isco-author of the ‘Engaging for Success’ Reportcommissioned by the Department of Business,Innovation and Skills, described by the CMI as thedefinitive work on this subject. This follows an earlycareer where he was Head of Marketing for theDulux brand before going on to be ManagingDirector of a European Business and then CEO ofa Global business formed through the merger ofan ICI and a Unilever business. He also spent ayear and a half working in the Cabinet office andhas been an NED of three governmentdepartments.

David was awarded an OBE for services toEmployee Engagement and Business in theQueen’s Birthday Honours in June 2013.

Nita Clarke is the Director of the Involvement andParticipation Association (IPA), Britain's leadingorganisation delivering workplace support for goodemployment and industrial relations. She wasvice-chair of the MacLeod Review on employeeengagement and continues to work with DavidMacLeod on the new national EmployeeEngagement task force, launched by PrimeMinister David Cameron in March 2011.

She was appointed as Vice-President (employeerelations) by the Chartered Institute of PersonnelDevelopment in January 2012, and is a visitingFellow at Kingston University Business School.She is also a member of the Mutuals Task Forceestablished by Cabinet Office Minister FrancisMaude in 2011.

She was formerly the adviser on trade unions toPrime Minister Tony Blair, working as assistantpolitical secretary in the Political Office at 10Downing Street from January 2001 to June 2007.Her role included liaison with individual unions andthe TUC, developing national policy in areas suchas the two-tier workforce and work-life balance,supporting ministers by trouble-shooting inindustrial disputes. Nita was a senior official withpublic services union UNISON from 1992 -2001.She is the author of the report, The way forward:trade unions and the third sector, commissioned byACEVO.

Nita was awarded the OBE for services toEmployee Engagement and Business in theQueen's Birthday honours list 2013.

Keynote Case Study: The Mars Story,moving engagement from something wedo to who we areLiz Clayton-Jones, Engagement BusinessPartner, Mars UK

Despite being a family owned, highly values-drivenbusiness centred on building success through itspeople, the first formal engagement measure forMars Incorporated ten years ago put the companyfirmly into the bottom quartile of Gallup’s Q12database. The climb from that position hasencountered steep slopes, ravines and the oddavalanche but focus and perseverance means thesummit is in sight. Learn how robust strategy andintentionality, together with the affirmation of theircompany culture, is moving them fromtransactional to transformational engagement.

Liz joined Mars in 1989, where her career hasspanned a number of functions and businesses,giving great insight into the people and challengesthat make up this complex global organisation.For the past nine years her focus has been drivingengagement across the different Mars businessconcerns in the UK, alongside sitting on advisorygroups for the European region and Globalengagement team. She has a passionate belief inengagement as the key enabler for businesssuccess through great people. Her role involvespartnering senior leaders in the creation andimplementation of strategies to enableengagement, coaching and supporting managersand teams across the businesses and managinginterventions at team or site level where morechallenging issues arise.

Where possible she connects with outsideorganisations to ensure Mars learns from bestpractise and supports others with their ambitions.

Coffee

Mastering communication – how excellentinternal communication drives engagementLinda Rolf, Director of Internal Communicationand Employee Engagement, Specsavers

The links between employee engagement andbusiness success are well established. But thelinks between excellent internal communicationand engagement are perhaps less well known. Inthis interactive presentation, Linda will look at theselinks and will describe the components of excellentinternal communication: planning, channelmanagement, impactful messages, and thedifferent ways of enabling and acting on employeevoice, including the part played by employeeengagement surveys.

A highly experienced communications director andconsultant, Linda has spent over 15 years withSpecsavers, the world’s largest retail optical brand.Since 2009 she has been responsible for the

Liz Clayton-Jones

Nita Clarke

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development and delivery of internal communicationand employee engagement strategies across thegroup and for corporate communication. For herfirst ten years with Specsavers she led internationalPR, managing new country launches andinternational campaigns, and providing strategicdirection and guidance to country PR andcommunications managers.

Before Specsavers she spent five years running herown PR consultancy, where clients included theNHS Breast and Cervical Screening Programmesand the Special Hospitals Authority, and before thatshe was Regional PR Manager for an NHS region.

A Chartered Practitioner with the CharteredInstitute of Public Relations, Linda has contributeda chapter on communication and engagement to‘Chartered Public Relations: Lessons from ExpertPractitioners’, which was published by the CIPRand Kogan Page in February 2015.

Is Cash always King?Francis Goss, Commercial Director,Grass Roots Group

With record low inflation rates, and wagesmoving up to their pre-recession levels,organisations are focused on retaining their people,and recruiting new talent in an increasinglycompetitive market. Francis will explore the impactof pay and bonus on employee engagement, andprovide examples of where organisations havedemonstrated that cash is not the only answer toachieving a highly engaged and motivatedworkforce. Francis will also share some researchfindings on why non-cash reward and recognitionis effective, and provide a live example to illustratethat cash is not always king.

Francis Goss started his career at British Airways in1997 as a Business Analyst Graduate Traineeworking on a number of customer and employeeprojects within the Information Technologydepartment at LHR.

He then moved to Mphasis, an HP company,providing CRM consultancy to British Telecomon one the largest Siebel CRM implementationsin Europe.

Francis joined Grass Roots in 2007 and is nowCommercial Director for the Employee Solutionsdivision. He advises organisations on the effectiveimplementation of employee engagement solutionsincluding reward and recognition, benefits andwellbeing, learning and development andcommunication and feedback. Francis holds anHonours Degree in Law and Diploma in EmployeeMotivation and is a Director Trustee of the Engagefor Success Foundation.

The 6 D's Shaping the Future of Work (& whatdigital leaders need to do to adapt)Dr Nicola Millard, Head of Customer Insight &Futures, BT

Work is changing. It is becoming untethered,unbounded and unpredictable. How do we rethinkour offices, the way that we collaborate and build adiverse workforce that may include both humansand robots?

Dr Nicola Millard heads up customer insight &futures with BT Technology, Service & Operations'Global Innovation team. Despite working for atechnology company, Nicola isn't actually atechnologist and combines psychology withfuturology to try and anticipate what might belying around the corner for both customers andorganisations (sadly, her crystal ball iscurrently broken).

Nicola has now worked for BT for 22 years (shestarted when she was 6!) She has done a numberof jobs around the BT business, including research,user interface design, customer service andbusiness consulting as well as writing, presentingand directing BT's annual school's lectures for5 years.

Nicola likes nothing better than to challengeconventional business thinking; from how callcentres are managed to the ways in whichpeople work.

She got her PhD from Lancaster University in 2005on the psychology of motivation and technologyacceptance in call centres, published her first bookin 2009 and now spends most of her time doingresearch, writing blogs, articles and white papers.She has also appeared on the BBC (Radio and TV)and Channel 4 TV in the UK, Sky News in Australia,has done a TED talk and is a judge on a number ofaward panels, including the Institute of CustomerService awards.

When she’s not doing all that, Nicola travels aroundthe world presenting at conferences and runningworkshops with an assortment of organisationsincluding banks, travel companies and retailers, toname but a few.

In the little spare time she has she is writing anovel, enjoys going to the cinema and theatre anddoes a number of martial arts.

How RSA transformed their engagementapproach and delivered business-criticalinsights in a time of uncertainty.Kam Somal, Group Head of OrganisationalDevelopment, RSA

RSA is a 304 year old insurance company withover 18,000 employees globally and operating in28 countries. At RSA we’ve always prided

Francis Goss

Dr NicolaMillard



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ourselves on our culture and engagement.However in 2013, we had a shock like we’d neverexperienced before, and uncovered issues in ourIrish business that led to a multi-million write down,three profits warnings and ultimately the resignationof our Group CEO. Amid this challenging businesscontext and significant uncertainty and change forall of our people we decided to transform ouremployee engagement survey and approach tohelp re-engage our people and channel their ideasand energy. We moved away from focusing onquantitative data and a focus on “engagementscores” and with Questback’s feedback platformdelivered our new YouRSAy survey. The manybusiness benefits we derived include increasedengagement, authentic feedback and insight,reduced costs, rich input into strategic projectsand importantly cultural change.

Kam Somal works in the Talent and OrganisationalEffectiveness team in the Group Centre at RSA –an international General Insurer employing around18,000 people across four main regions. Herareas of focus in her current role include employeeengagement, culture and people insights. Prior toRSA Kam worked for Barclays, Capgemini andLondon’s Metropolitan Police Service. She is aChartered Occupational Psychologist with in-houseand consultancy experience, largely in the publicsector and financial services. Experience to dateincludes various aspects of OrganisationalDevelopment from talent management andcapability frameworks to employee engagementsurveys and leadership assessment anddevelopment.

Reed Smith LLP Case Study: "Engaginggraduates with the need to build commercial,client skills as a way to help them transitioneffectively to the world of work"Dr Nigel Spencer, Global Director of Learning &Development, Reed Smith LLP (Peer AwardsWinner)

The challenge of creating "business-ready"graduates for UK Plc is often discussed anddebated, with business regularly demanding thatmore is done in the secondary and tertiaryeducational institutions to create the commercialskills which will add value to their customers fromDay 1 in the workplace. This talk presents a casestudy from the legal sector of how a firm hasengaged with its Generation Y graduate joiners tocreate these skills through a range of creativeapproaches. These included revising graduatequalifications to embed these client andcommercial skills, and also creating early careerstage leadership development experiences outsidethe classroom to build skills in practice as anextended on-boarding process. The case study willshow how these approaches engaged with specificmotivational drivers for Generation Y, enabling thegraduates to enter the workplace more confident,

with strong networks in the business and at itsclients, and more able to deliver customer valuefrom their first months in the office.

Dr Nigel Spencer is the Global Head of Learning &Development at Reed Smith and is responsible fordesigning and implementing the firm’s learning anddevelopment strategy. An accredited executivecoach, Nigel creates learning programmes toenhance the engagement and development of thelawyers and staff across the firm. Nigel also worksto design and deliver client learning programmesas part of the Reed Smith University.

Over the last 5 years Nigel has created a numberof innovative learning programmes at two differentlaw firms to enhance the engagement of earlycareer stage lawyers, and has incorporatedpractical learning experiences into these coursessuch as placements at clients. He has developed anumber of programmes to focus on leadershipdevelopment and won awards for various coachingand mentoring initiatives as part of these learningand engagement programmes.

Previously, Nigel was at PwC for 8 years andformerly was a Senior Research Fellow at Oxfordwhere he carried out postdoctoral research intothemes including hierarchy, cultural change andgroup dynamics.

Using Internal Systems to Drive EmployeeEngagement – Webtrends with Coca-ColaSimon Bloom, Strategic Alliances & Partner SalesDirector, WebtrendsSaskia Hoppe, Communication Analytics, Coca-Cola Enterprises Ltd.

Many internal systems have evolved to focus oncommunication with and between employeesthrough the inclusion of digital and social tools.Despite the increased reliance, use and possibilitiesthat exist on such internal systems, few companiessee the value or potential use of these systems inbeing able to drive and measure employeeengagement. Understanding what makes anengaged employee and what behaviours areassociated with disengaged employees helps touncover how an internal system can be used as achannel to enable, drive and measure employeeengagement. During this presentation Webtrendswill review a number of key methods for helpingdrive employee engagement through efficient andpractical use of internal systems. The followingmethods can be used on a streamlined internalsystem in order to drive, enable and monitoremployee engagement over time. Furthermore theuse and value of measuring these internal systemswill be illustrated with examples of how an efficientmeasurement approach can drive a deep andactionable understanding of employee behaviourand their level of engagement.


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Simon Bloom has been involved in the digital datafield for over 10 years, 7 of those working atWebtrends. Simon’s current role sees him at theforefront of discussions with clients and Partnersalike reviewing and discussing digital data needsand finding the optimal approach to provide asolution to deliver insight and action. Prior toWebtrends Simon spent time with Expedia,working with digital data to measure and optimiseonline performance across Expedia’s Europeanpoints of sale.

Saskia Hoppe has nearly 5 years of experienceworking in communications in a matrixed, multi-national environment with CCE’s Employee andChange Communications Team. As part of thatteam, she has played a key role in CCE’s digitalagenda by leading the development of theinformation architecture, design, and userexperience for the HR portal of CCE’s award-winning intranet iConnect. In her current role, she isleading CCE’s journey on communication analytics,and is responsible for evaluating communicationeffectiveness and exploring how communicationsimpacts business performance and engagement.

Lunch & Meet the Speakers

Why we deliberately get rid of some of ourbest peopleTim Morgan, CEO, Mint Digital

Mint Digital is a digital product developmentcompany based in London and New York. It has aclient services business where it helps clients suchas Benetton, Tesco and Universal Music developnew digital products or enhance existing ones. Italso has a Ventures arm where it creates its ownbusinesses including Boomf Sticky9 (sold toPhotobox), Picklive (sold to Sports Millions),DeskBeers, Projecteo (featured at MoMA),WhiteAlbumApp and the Bathory (Tatler’s best bathsoaks). Tim will talk about how Mint Digital evolvedinto a business that creates businesses and whatthat means for people that want to join Mint, thosethat leave and those that stay.

Tim Morgan is Co-founder and CEO, Mint Digitalhttp://mintdigital.com/

Specialties: Startups, technology, businessdevelopment, sales, customer development,contract negotiation, buying, mergers andacquisitions, writing

Different is Better than Better: howemployee & volunteer engagement isdriving sports club growthMark Bradley, Founder, The Fan ExperienceCompany

If sports clubs are to grow sustainably they need toattract new audiences. To do this they need to

present an experience that goes beyond the actionon the field of play. Using examples from theFootball League and beyond, Mark will explainhow clubs are developing their own unique USPsand how employees & volunteers are at the heartof this strategy.

Mark Bradley is the founder of The Fan ExperienceCompany: designed to help businesses growthrough customer focus and engagement.

A former lead assessor for the UK’s Unisys /Management Today Service Excellence Awardsand Director of Best Practice at Customer ServiceNetwork, he now delivers strategic growthprogrammes for a range of sporting organisationsincluding The FA, The Football League, the SPFL,the RFL and many individual clubs in football andrugby, at grass roots, amateur, professional andinternational levels.

The Football League’s Family Excellence Awards,originally designed by Mark and aimed at helpingclubs attract and retain more young families, hasnot only prompted a revolution in family engagementin UK football, but also produced an unprecedented31% increase in junior attendance across theLeague in only 6 years (equating to nearly 5 millionnew young supporters).

Mark’s two books Inconvenience Stores andRetails of the Unexpected (the world’s firstcustomer service travelogues) expose the failingsof UK customer service through his ownexperiences. He is also Chair of Remade inEdinburgh (a reuse & repair social enterprise), amonthly columnist at FC Business Magazine, arelentless blogger via bradleyprojects.com, a keentweeter (via @fanexperienceco) and a speaker atcustomer engagement events in the UK andEurope, Australia and the USA.

Born and raised in County Durham, Mark has beena devoted follower of Sunderland AFC since hisDad first took him there in 1969 as a punishment forbeing naughty.

Connecting with customers– the importanceof engagement in delivering great serviceLaura Lee, UK Customer Experience Director,Molson Coors

Molson Coors, the largest family brewer in theworld and owners of the UK’s No. 1 lager brandCarling talk about the launch of ‘Customers Inc.’ –an internal initiative designed to engage employeesbehind the company’s ambition to be ‘First Choicefor Customers’ which is helping put theircustomers right at the very heart of their business.

I’ve worked in a number of sales and marketingroles, predominantly in the drinks business, overthe last 15 years. I’ve been with Molson Coors forjust over seven years and moved into my current


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role just over 18 months ago. Previously I ran theSouthern based sales teams so I’ve seen first-handthe actions we take that can both delight and frustrateour customers so I’m relishing the opportunity toaddress the areas I know need fixing!

My role keeps me close to customers and allowsme to work right across our business – with over70,000 Carling stockists nationwide I get to supportcustomers across a number of different channelsranging from independent pubs, clubs, hotels andstadia through to large managed pub chains, majorevents and festivals, the multiple grocers andthousands of independent retail outlets. Thenumber of touch-points each customer group haswith us can vary significantly but the need to createconsistency in our service is a constant theme.

Developing an Ethos that Engages...Nick Brice, L&D Partner, American ExpressCommunity Stadium

Featuring my work as L&D Partner at AmericanExpress Community Stadium over the 3 years oftheir transition from an 8000 open air athleticsstadium to what is now a multi-award winning,industry leading football, events and hospitalityoperation. I’ll also draw from previous work withSun International in helping then develop the ethosthat underpins the Atlantis and other top resorts.

Nick is L&D Partner for the American ExpressCommunity Stadium – creating and leading a multi-award winning change, leadership developmentand customer experience development programmesince late 2010. This development programme hashelped the stadium win premier national andinternational awards for every area of the customerjourney – Best New Stadium (global), FamilyExcellence, Best Hospitality, Best Stewarding &Safety (global) – and even Best Pies!

Coffee

RSPB Case Study: Protecting engagementduring times of changeRichard Spencer, Head of SupporterDevelopment, RSPB

The RSPB is the UK’s largest nature conservationcharity with over one million supporters, 18,000volunteers and 2,000 members of staff. As acharity, it benefits from high levels of engagementwith supporters, volunteers and employees. Welive in a rapidly changing world in which nature isbeing displaced in favour of economic growth. TheRSPB’s strategic response has been challengingboth internally and externally – and as a result hasseen its engagement score decline. To inspire aworld richer in nature, the RSPB must keepemployees, volunteers and supporters engaged asit evolves. This case study covers some recenthistory with examples that have been challengingand of course some successes.

Richard Spencer is an experienced businessleader, providing strategic challenge and directionto a number of organisations.

He is Non-Executive Director, Goalball UK. Goalballis an inspiring and competitive sport for the visuallyimpaired that has been part of the Paralympicssince 1976. He provides strategic support anddirection to ensure that resources are available togrow the sport at a grass-roots level around theUK and to help improve the elite performanceand funding and secure participation atParalymipcs games.

He is a Trustee at Raleigh International, whosemission is to drive sustainable developmentthrough inspiring young people to be the agents ofchange. His specific responsibility is to supportgrowth and diversification of funding to underpinand deliver the charity’s exciting and ambitiousnew strategy.

He is also part of the Fundraising andCommunications Leadership Team at the RSPB,the UK member of Birdlife – an internationalpartnership of 120 conservation organisations withmore than 13m members worldwide. His executiveresponsibility at the RSPB is to double support andnet income to £150m by 2020 to achieve itsmission to inspire a world richer in nature. Prior toworking in the Not-For-Profit sector he spent tenyears in the commercial world, delivering growthstrategies for companies in a range of sectorsincluding retail financial services and technology.

Case Study: Affinity WaterRichard Brimble, Director of OrganisationDevelopment, Affinity Water

• How to design the company to unleash thepotential of the people

• What simple steps can be taken to value the contribution of individuals

• How to create an environment where teams drive innovation and creativity

• The importance of understanding, recognition and giving people a voice

Richard Brimble, European contact centre lifetimeachievement award winner in 2013, is Director ofOrganisation Development at Affinity Water withresponsibility for HR, internal communicationsdigital and social engagement. With a passion fordesigning companies to release the potential ofpeople and a reputation for creating sustainableunderstanding and learning environments, Richardprovides thought leadership on customerexperience, people engagement, andorganisational change. He is co-author of KeepingThe Human Factor Alive In The Digital Age andworks with Directors and their teams to bring aboutimproved communication, customer experience,and results in an increasingly social world.

Laura Lee

Nick Brice

RichardSpencer

RichardBrimble



16:20 16:40

17:00

Holistic Employee Engagement theTCS Way - engaging the multiple selvesthat make the selfNupur Mallick, Director HR, Tata ConsultancyServices (TCS)

At TCS we believe that the way to ensure that boththe company and our people maximise theirpotential is by nurturing a culture where people areable to feel as 'whole' as possible. That meansengaging the multiple personas that makes aperson, not just the 'worker persona'. How do weachieve this for a global and highly mobileworkforce of 318,000 people spanningfour generations? Discover the policies, platformsand practices that allow us to make this idea realand tangible, and the positive impact on keymetrics. Our 'whole person engagement approach'includes:• Creating space for creativity and problem

solving at work• Projects, not roles or jobs - a continuous stream

of new challenges• Enabling life long learning• Collaboration and knowledge sharing• Engaging with the wider community and the

environment• Leisure, health and well-being Engaging families

Nupur has been with Tata Consultancy Services(TCS) for 17 years and in December 2005 she wasappointed HR Director for UK & Ireland. In this roleNupur is responsible for the end to end HRfunction for over 10,000 employees from 39nationalities.

Her areas of expertise include integrating teams inculturally diverse set-ups, driving operationalexcellence, retaining and developing talent andstructuring compensation & benefits.

Her excellent people and change managementskills have helped TCS grow substantially in thegeography. Under her leadership, TCS UK &Ireland has achieved the ‘Investor in People’certification with Gold status and awarded Britain'stop employers by CRI for four consecutive years.Nupur’s focus as HR Director extends beyond thework force to the community. TCS in the UKachieved the platinum plus standard for itsperformance in Business in the Community (BitC)Corporate Responsibility Index.

Prior to this role, Nupur was HR Head for TCSMumbai. She was responsible for drivingperformance oriented culture, establishing worldclass induction process, career and successionplanning and employee engagement.

Engaging the Workforce-of-OnesClodagh O'Reilly, Chair, Association forBusiness Psychology

The retail revolution is fast raising the expectationsof our workforces. Retail models that utilise dataand analytics to offer individualised buyerexperiences and products show that organisationshave the capacity to treat individuals distinctly.When these shoppers go to work they increasinglyexpect an individualised experience there too. Withthe majority of organisations facing skills gaps,those that respond effectively to this challenge areat a significant advantage as they distinguishthemselves as employers of choice. Whilsttechnology can help employers to respond tothese challenges, business psychology also has asignificant part to play. Referencing examples fromcase studies from the Workforce ExperiencesAwards, the Chair of the Association for BusinessPsychology will look at practical models employerscan use to better understand and engage withindividual contributors, leaders and groups withintheir organisations.

Clodagh is a specialist in applying behaviouralscience in organisations to predict and enableindividuals’ and groups’ achievement of theirpotential. She is the Chair of the Association forBusiness Psychology, founder of the WorkforceExperience Awards programme and editor of thebook, "Delivering Excellent WorkforceExperiences."

Clodagh has worked across numerous sectors,including banking and financial services,healthcare, hospitality, entertainment, fast movingconsumer goods and engineering, with bothnational and international organisations. She usesher varied international project and peoplemanagement experience to ensure delivery ofconsistent and sustainable results.

Clodagh currently leads the Workforce Science &Analytics Practice for IBM’s Smarter WorkforceDivision in EMEA. Prior to joining IBM she spentmany years as an internal consultant in globalorganisations specialising in assessment forselection, succession planning and talentdevelopment. She is a Guest Speaker forUniversity College London’s MScs in BusinessPsychology and Strategic Projects Managementand Regent’s University BA in InternationalBusiness.

Drinks and Networking Party

ClodaghO'Reilly



Nupur Mallick

Currently 13 per cent of employees across 142 countriesworldwide are engaged in their jobs – that is, they areemotionally invested in and focused on creating value fortheir organisations every day.

As in Gallup’s 2009- 2010 global study of employeeengagement, actively disengaged workers – i.e., those whoare negative and potentially hostile to their organisations –continue to outnumber engaged employees at a rate ofnearly 2-1.

Employee engagement will become an increasinglyimportant concern for countries and organisations seekingto boost labour productivity as the global economycontinues its rapid pace of change.

Even as unemployment rates remain high in manydeveloped-world countries five years after the onset of theglobal economic crisis, growth rates in China and otherlarge developing countries have been falling.

Around the world, demographic trends are havingsubstantial economic consequences. In several regions –including southern Europe, South Asia, and the MiddleEast – a “youth bulge” continues to produce record unemployment among young people. Meanwhile, manylarge economies – including China, Japan, and the U.S. –face talent shortages as their workforces age and shrink. One common factor among organisations worldwide is the

need to more effectively understand and use their people’stalents, skills, and energy. In many countries, raisingworkers’ productivity levels is critical to business growthand badly needed job creation.

In countries that face talent shortages, companies thatmeet their employees’ needs are most likely to win in thecompetition for top talent. In each case, companies aroundthe world will need to improve their ability to ensure thatworkers are in the right roles and are emotionally invested intheir jobs.

In other words, the need to build highly engagedworkplaces will become more important than ever. Throughdecades of research with hundreds of organisations andmore than 25 million employees, Gallup has developed anunparalleled understanding of what the world’s strongestorganisations do differently and how engagement affectsproductivity and employee well-being in any workplace.

The State of the Global Workplace: Employee Engagement Insights for Business LeadersWorldwide report highlights findings from Gallup’s ongoing study of workplaces in morethan 140 countries from 2011 through 2012. This is a continuation of Gallup’s previousreport on employee engagement worldwide, which covered data from 2009 through2010. This latest report provides insights into what leaders can do to improve employeeengagement and performance in their companies. It includes regional analyses ofemployee engagement data, country-level insights from Gallup consultants around theglobe, a look at the impact of engagement on organisational and individual performance,and information about how companies can accelerate employee engagement.

The State ofthe GlobalWorkforce


DOWNLOADREPORT

HERE

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Voice of the Customer (VoC) research helps businesses tosucceed by ensuring decisions always take into account theneeds of customers. Organisations are now taking things astep further and combining VoC with Voice of the Employee(VoE) insights to get an even more granular understandingto inform decision-making. What are the benefits of jointlyanalysing VoC and VoE insights? And why is this kind ofanalysis starting to become more popular?

First it’s worth highlighting that much of the research that iscarried out today in the name of VoC is very transactional. Inother words it is to do with collecting feedback after specificinteractions, such as following a support call or purchase.

However, the more strategically useful VoC research – whatI call Customer Insight – is not strictly related to specificinteractions. It is about generating a wider, more sophisticateddialogue with customers to understand their opinions, likes,dislikes and expectations about the company and itsproducts and services. This kind of detailed CustomerInsight research can inform a variety of company decisionsand it can be used, for example, to crowdsource new ideasfor product and service delivery offerings.

Turning now to VoE research, it is generally true that apartfrom a few laggards, companies are moving away fromsimply running an annual employee survey. In some cases

Paul Barnes looks at the critical businessbenefits of linking Voice of the Customer andVoice of the Employee and how early adopterorganisations can gain competitive advantage


Why NOW isthe time to linkthe voices ofyour customersand employees


VoE research is becoming a dialogue that ismanaged via an online employeecommunity consisting of online chat, blogs,forums and other tools that generate acontinuous flow of employee feedback.

How online communities aresupporting VoC and VoE For example, one employee focused onlinecommunity that QuestBack has set up for amajor brand allows staff to make suggestionsabout service improvements which are thencommented on, reviewed and rated withinthe community by other employees.Appropriate ideas are escalated to seniormanagement for decision-making.

Online communities are also being used tocollect VoC feedback. For instance,QuestBack’s platform is being used by GfKAutomotive to manage a community for aworld renowned car manufacturer, and hashelped the company make decisionsaround areas such as reviewing andchanging the opening hours for certain cardealerships to be better in line with whatworks for customers

So both VoC and VoE are evolving and newonline approaches for collecting feedbackare playing an important role in how theyare changing.

Why bother combiningVoC with VoE?Going back to the question of why there is amove towards combining VoC and VoEresearch, the obvious benefit is that it allowscompanies to look at the same businessissue from two different perspectives - togenerate a more rounded understandingbefore making decisions.

Very often customer research can tell youwhat problems customers are experiencing,while talking to employees can reveal thepossible internal reasons behind thoseproblems and what needs to change. Inother words, customer research identifiesthe symptoms and employee researchpoints to the causes.

For example customers might say that theyhave to wait too long when visiting a storeor branch. Feedback from employees might

Paul Barnes is UK countrymanager at QuestBack


reveal that the underlying problem is that staff rotas are notbeing managed effectively or perhaps a system issue atpoint of sale. Without employee insight such as this, itwould take longer to uncover the root cause and to resolvethe problem.

Hear the voice of the‘non-responder’Another reason for combining customer feedback withemployee feedback is to hear the voice of the non-responder. There are people who decline to answersurveys, either because they choose not to participate orbecause they have hit a point of survey fatigue. Butemployees are talking to customers all the time – in thecontact centre, branches or via online chat – so bycombining employee surveys with customer surveys youget a truer, more rounded picture of the customers’ viewsincluding the thoughts of people who don’t participate incustomer surveys.

By combining customer and employee insights it is possibleto spot trends or issues that would not register if you arelooking at the two areas in isolation. For example, if 1% ofcustomers flag an issue with the packaging of a product,then it might not rate as a major problem. But if employeesare discussing that they are correcting packaging issuesmanually within an employee feedback community you willbe more likely to pay attention.

From an employee training perspective, combiningcustomer feedback with employee feedback can bebeneficial because it allows customer facing staff tounderstand the customers’ perspective about how thecompany is managing customer interactions. And bylinking customer feedback to specific employees, it enablescompanies to identify and reward staff who are performingwell, as well as focusing resources on areas whereadditional support, training and development will be valuable.

Linking customer and employeeinsights is not newOverall then, tracking and linking employee insightswith customer insights gives the business a better, morecomprehensive awareness of what is happening in theorganisation in order to support better decision making.In fact the importance of connecting the two areas is notparticularly new. For example, in the 1990s a group ofHarvard University researchers developed The Service toProfit-Chain theory and business model which highlightsthe close relationship between profitability, customer loyalty,employee satisfaction, employee loyalty and employeeproductivity.

Similarly, business guru and ex-head of GE Jack Welchonce famously said: “There are only three measurementsthat tell you nearly everything you need to know about your

organisation’s overall performance: employee engagement,customer satisfaction, and cash flow.”

While Richard Branson has said “The way you treat youremployees is the way they will treat your customers”.

And of course leaders in small businesses intuitivelycombine the insights they hear from employees withfeedback they receive from customers to help make betterdecisions. It seems perfectly natural to do this.

Two reasons why VoE andVoC are managed in isolation However, as companies grow and become more formalisedit is inevitable that the customer and employee feedbackbecome isolated from each other. And there are probablytwo major reasons.

Firstly, from a structural perspective, in most organisations,the human resources department operates separately fromthe marketing function, so there is no inclination to combineresearch data and insights from the two areas - let alonesynchronising their research programmes so that they aremanaged in an integrated fashion.

Secondly, regulations surrounding data protection, datasecurity and anonymity have created legal and technicalhurdles that have made companies reluctant to work withand integrate employee and customer data.

A growing impetus to link the two areasToday there does seem to be a growing awareness in manyorganisations that it is beneficial to tie together their VoCand VoE feedback. In Q4 2014 QuestBack conducted asurvey of UK business executives responsible for CustomerExperience and Employee Engagement. This found that 5%already fully integrate the two areas and 31% partlyintegrate them - while a further 26% plan to integrate themwithin 18 months.

The first step in bringing the two areas together probablystarts with either HR reaching out to Marketing about theissue (or vice versa). The strategic driver is usually thedesire to provide more value to the business and toinfluence decision making at a board level.

From there the next action is to develop an integratedapproach to collecting employee and customer focusedfeedback, so that you are asking questions that are alignedand you are synchronising the timing of surveys. Feedbacktechnology has advanced and it is possible to automatemany aspects of employee and customer feedbackcollections and to manage them from a single platform. Sofor those early adopters who recognise the business valueof doing it, it is now simpler than it has ever been to forge aclose link between VoC and VoE.


“Customer research can tell you what problems customers areexperiencing, while talking to employees can reveal the possible

internal reasons behind those problems and what needs tochange. In other words, customer research identifies thesymptoms and employee research points to the causes”


Employee Engagement Summit: Sponsors


Confirmit enables organisations to develop and implement Voice of theCustomer, Employee Engagement and Market Research programmes thatdeliver insight and drive business change. Confirmit’s clients create multi-channel, multi-lingual feedback and research programmes that engagecustomers, empower employees, deliver a compelling respondent experience,and provide high Return on Investment.

Confirmit’s customer engagement model provides the power to listen to theVoice of the Customer, integrate it with financial, operational and free-form textdata to generate powerful insight, and take action that will deliver effectivebusiness change and create competitive advantage.

Rebecca WoollardT: 00 44 (0)20 3053 9383E: [email protected]

Ember is a strategic customer management consultancy using forensicbenchmarking, financial analytics and operational performance reviews to meetthe commercial, operational and marketing demands of its clients. In thisrespect we take an unashamedly financial approach to every aspect ofcustomer management, seeking bottom line advantage for our clients in everyengagement. This approach is complemented by our hands-on expertise andpractitioner experience in multi-channel customer management and a collective100+ years’ experience in performance-focused business consulting.

ContactPaul Mackenzie, Ember Services.T: +44 (0)20 7871 9797E: [email protected]

Grass Roots inspires people to achieve their full potential at work. Since 1981we have helped organisations to attract, develop, retain and reward theirpeople through Recognition and Incentives, Benefits and Wellbeing,Communication and Feedback and Learning and Development solutions. Wehave won industry awards for our outstanding client work, but our greatestachievement has been to inspire millions of employees around the world toenjoy work more, increasing their wellbeing whilst adding value to theirorganisations.

Contact a member of the Grass Roots Employee Solutions team T: 01442 829 273E: [email protected] www.grassrootsgroup.com

"PageUp’s talent management software provides organisations with one unifiedsolution for managing Recruitment, Performance Management, Compensation,Learning & Training, Career Planning, Succession Management and AdvancedWorkforce Analytics, via technology built for the mobile and social world.

Our SaaS-based technology platform helps global employers overcome thetalent management challenges that are inherent in operating across multiplegeographies. Through one simple, mobile-enabled system, large national andmultinational employers can strategically align their people resources to executecorporate strategy across borders, business units, cultures and languages,whilst maximising employee value and business."

Nick AdamsSVP Sales, EMEAT: +44 207 470 8727M: +44 7736 804934E: [email protected]

CUSTOMERENGAGEMENTSUMMIT 2015

NETWORK WITH OVER 600 OF YOUR PEERS

THURSDAY, 26 NOVEMBERVICTORIA PARK PLAZA LONDON

The UKs leading event on howcustomer and employee engagementstrategies and operations can driveperformance and profitability

Learn and be inspired by over 60 expert speakers andworld-class case studies on topics including, social customerengagement, multichannel, voice of the customer, employeeand customer technology, employee engagement, businesstransformation and innovation.

Delivering the tools to help you transform the way you workwith customers and employees.

EARLY BIRDREGISTRATION

£195

To speak at our events contact:Steve [email protected] +44 (0) 1932 506 304

To sponsor our events contact:Nick [email protected] +44 (0) 1932 506 301

REGISTER

www.engagecustomer.com@engagecustomer #EngageSummits

The Customer Engagement Summit isorganised by Engage Business Media Limited

Employee Engagement Summit: Sponsors


Questback’s engagement technology enables valuable dialogues betweenorganisations and their employees. Through surveys and communities theEmployee Engagement Map brings all elements of employee engagement intoa single user interface. The Questback Leadership Compass gives you theopportunity to improve your managers’ leadership skills and follow theirdevelopment transparently and impartially. We help you to understand, engageand motivate employees and gain valuable integrated insight to influencebusiness strategy.

Paul BarnesT: 0207 403 3900E: [email protected]/uk

Ossifragi aegre divinus adquireret incredibiliter lascivius oratori, utcunquequinquennalis umbraculi amputat fragilis agricolae, ut verecundus suiscorrumperet oratori, quod gulosus apparatus bellis vix celeriter amputatchirographi. Concubine praemuniet plane adfabilis zothecas, et gulosusquadrupei.

iocari fragilis rures. Aquae Sulis vix fortiter suffragarit pretosius syrtes,quamquam parsimonia ossifragi adquireret fiducias.Syrtes conubium santet perspicax oratori, etiam saetosus quadrupei iocarifragilis syrtes. Perspicax ossif

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For over 20 years Webtrends has helped enterprise companies make sense oftheir customer & employee data to drive digital marketing success. Bycombining innovative technology with our team of trusted advisors, oursolutions are designed to provide actionable insights, increase both customer &employee engagement and boost revenue.

We partner with companies at all levels of digital maturity and offer solutions inanalytics, audience segmentation, streaming data delivery, remarketing, onlinetesting and targeting, as well as multi-channel optimisation. We work with over2,000 global brands including Microsoft, KLM, HSBC, Marks & Spencer,npower, BMW, The Telegraph and many more.

Calum GeraghtyMarketing Manager, UK & APACT: +44 01784 415 747M: +44 0755 797 9505E: [email protected]

Employee Engagement Summit: Partners


Gallup delivers analytics and advice to help leaders and organizations solvetheir most pressing problems. Combining more than 80 years of experiencewith its global reach, Gallup knows more about the attitudes and behaviors ofemployees, customers, students and citizens than any other organization inthe world.

Gallup works with leaders and organizations to achieve breakthroughs incustomer engagement, employee engagement, organizational culture andidentity, leadership development, talent-based assessments, entrepreneurshipand well-being.

www.gallup.com

Engage for Success is amovement committed to theidea that there is a better wayto work, a better way to

enable personal growth, organisational growth and ultimately growth forBritain by releasing more of the capability and potential of people atwork.

We want to grow awareness about the power and potential ofemployee engagement. We want to provoke people to think and tolearn more about it. And above all we want individuals andorganisations to take action, secure in the proof that it works andpassionate about its importance.

www.engageforsuccess.orgE: [email protected]

The Association for Business Psychology is aninclusive not-for-profit organisation that seeksto establish, share and celebrate excellence inBusiness Psychology.

Business Psychology is the study and practice of improving workinglife. It combines an understanding of the science of human behaviourwith experience of the world of work to attain effective and sustainableperformance for both individuals and organisations.

We welcome as members all those interested in business psychologyincluding students, academics and practitioners at all stages in theirdevelopment. Our community is typified by professionals who sharetheir knowledge and experiences freely at open forums, trainingcourses, speaker events and conferences.

www.theabp.org.ukE: [email protected]

The 2014 Peer Awards forExcellence were judged at theJune 2014 Awardsfinal/conference, kindly hostedby RBS at their Central

London HQ. Each award (corporate responsibility, customer engagementand people & performance) had its own dedicated conference day withits own specialist audience.

There was no ‘panel of experts’ that sat in secret to judge between theentries of others. Instead everyone at the conference voted for theinitiatives that they found had made the most impact, were the mostinnovative and inspired them the most. Even the finalists themselveswere judges.

www.thepeerawards.com

theHRDIRECTOR is uniquely placed in the HRsector with a clearly defined focus on humanresource management at the most senior andboard level. It is the most respected independentresource for HR Directors and Senior HRPractitioners - in print, in person and online.

In print: Our monthly flagship publication delivers informative, strategiccontent, that is both unbiased and independent and of unparallelededitorial quality. Each issue features only strategic editorial content tosupport, guide and inform HR directors, providing an essentialcompendium on the many issues challenging HR in business today.

The publication consistently delivers insightful editorial covering the keyissues, from employment law to engagement, outsourcing to policymaking, and written by renowned experts and highly-regardedpractitioners.

In person: Regular complimentary face to face debates with leaders inHR, discussing key issues effecting HR and business today.

Online: Our website and social media platforms provide reactive andinstant strategic HR content.

www.thehrdirector.comE: [email protected]

Leadership Partner

Partners

www.engageemployee.com

#EngageEmployee

Following the success of Engage Customer we have now launched Engage Employee to meet thegrowing demand by businesses to focus on implementing effective employee engagementstrategies and operations as a number one business priority.

Recent surveys have shown that Employee Engagement is now the number

one focus and challenge for CEOs having overtaken Customer Service.

Engage Employee will focus on best practice, insights and leading edge

thinking on the issues, challenges and opportunities relating to employee

engagement and its impact on customer engagement.

Join Engage Employee now and benefit from:

• Latest news, features, interviews , opinions and blogs at

www.engageemployee.com

• Weekly newsletter

• Invitations to Forums and Summits

• Webinars

• Invitations to Leadership Roundtables with leading industry experts

• Access to www.engagecustomer.com

www.engageemployee.com and the Employee Engagement Summit is organised by EngageBusiness Media who also organise the very successful Customer Engagement Summit.

ENGAGE EMPLOYEE

JOIN THECOMMUNITY

INTERNAL COMMUNICATIONS DIRECTORS FORUM 2016

We take a long hard look at the fast changing world of internal communications.The way we work is changing rapidly. Our people are becoming more mobile withaccess to more and more sophisticated technology. The way we communicate withour people must also change and this Directors Forum will look at howorganisations are grappling with the challenges thrown up by the seismic changesin the way we work and focus on those organisations that are driving towardscompetitive advantage by getting their employee communications strategies right.

DIRECTORS FORUMSSUMMITS

WEBINARSLEADERSHIP FORUMS

DIGITAL MEDIA

60% OF EMPLOYEES SAY THAT THEY ARE MORE PRODUCTIVE

WHEN THEY FEEL HAPPY AT WORK (SOURCE: BUPA 2015)

Tel: +44 (0)1442 829 273 Email: [email protected] Web: www.grassrootsgroup.com

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