1. MANNERS &MURPHYTheEmployee EngagementEventSeptember 9, 201410/09/2014

2. Thanks to our sponsor10/09/2014 3. The Line-up 8.55am - Welcome to the event 9.00am Keith Hatter Why Engagement doesnt meanhigh performance 9.45am Roger Gorman - Profinda 10.30am Interval 10.45am - Maria Boucher Integrating acquired talent:Cultural alignment and change management. 11.30am Cathy Brown Employee Engagement 12.30pm - End10/09/2014 4. Welcome Follow us @MannersMurphy 20,000 Followers Tweet about the event #EmployeeEngagement Join 800+ HR professionals @The EmployeeEngagement Forum on LinkedIn The Employee Engagement Awards Prize draw All slides will be available after the event on SlideShare10/09/2014 5. Why engagement doesntmean high performanceKeith Hatterhelping the corporate world to think, prepare and perform like elite athletes 6. engagement,performance &because talent is not enoughmotivation 7. the high performancebecause talent is not enoughmindset 8. what does great to look like? structure of performance feedback on environment, role modelling andcoaching encourage responsibility deal with poor performers dont disengagebecause talent is not enough 9. thankskeithh@planetK2.com+447831 704319www.planetK2.com/blogwww.theperformanceroom.co.uktwitter@planetK2 10. Copyright 2010 Boeing. All rights reserved.7Digi-trends 11. 1. The World is FlatCopyright 2010 Boeing. All rights reserved. 12. 2. CollaborationMatt RidleyCopyright 2010 Boeing. All rights reserved. 13. Copyright 2010 Boeing. All rights reserved. 14. 3. Crowd Sourcing + Peer to peer + Algorithms + Computation Social Science +TrustAlgorithms Trust Crowd SourcingCopyright 2010 Boeing. All rights reserved. 15. 3. Crowd Sourcing + Peer to peer + Algorithms + Computation Social Science +TrustCopyright 2010 Boeing. All rights reserved. 16. 3. Crowd Sourcing + Peer to peer + Algorithms + Computation Social Science +TrustCopyright 2010 Boeing. All rights reserved. 17. 3. Crowd Sourcing + Peer to peer + Algorithms + Computation Social Science +TrustCopyright 2010 Boeing. All rights reserved. 18. 4. B2B vs B2CCopyright 2010 Boeing. All rights reserved. 19. 2. Jan 2012 - 11.7 million unique U.S. visitors.3. Fastest site to break through the 10 millionCopyright 2010 Boeing. All rights reserved.1. 1. 188.7 Launched million 2010.blogs2. 83.1 billion posts in total3. Over 90 million posts created each dayunique visitor mark.2013:1. Tagged five billion songs2. 250 million users3. 2 million active users perweek5% vs 75% 20. 5. KnowledgeCopyright 2010 Boeing. All rights reserved. 21. Explicit KnowledgeData, CRM, Documents, FilesTacit KnowledgeExperienceThinkingCompetenceCommitmentDeedNetworkInsightInstinctCopyright 2010 Boeing. All rights reserved.1-2%98-99% 22. PHASE 1: Explicit PHASE 2: ImplicitTimesheetsCopyright 2010 Boeing. All rights reserved.Chat ForumsPerformance & HRtoolsSmartalgorithmsProjectProspectingCRMATS 23. Copyright 2010 Boeing. All rights reserved.Richard Bartle6. Personas 24. 7. Tribes of AttitudeCopyright 2010 Boeing. All rights reserved. 25. Stage 1 Life SucksCopyright 2010 Boeing. All rights reserved.+ = 26. Stage 2 My Life SucksCopyright 2010 Boeing. All rights reserved. 27. Stage 3 Im greatCopyright 2010 Boeing. All rights reserved. 28. Stage 4 Were greatCopyright 2010 Boeing. All rights reserved. 29. Stage 5 Life is GreatCopyright 2010 Boeing. All rights reserved. 30. Attitudes matterCopyright 2010 Boeing. All rights reserved.The right insight, the right timeThey give,share andchange theWorld. 2% 74%Level 225%Level 349%Level 1Level 422%Level 5Gang culture2%My LifeSucks. Imnot helping.25%Im great andyoure not.Politicalfighting. 49%Weregreat andour valuebegin tounite! 22% 31. Connecting The 71DiscoveryEngineCopyright 2010 Boeing. All rights reserved.3Recognition& motivation2MatchingTechnologyRelevance is key Engagement is optimisedThe right insight, the right time 32. Integrating acquired talent: culturalalignment and change managementM&A: Culture & Change Management FrameworkDevelopment & ImplementationMaria BoucherEmployee Engagement eventLondon, UKSeptember 9, 2014BOEING is a trademark of Boeing Management Company.Copyright 2010 Boeing. All rights reserved. 33. Agenda Boeing: overview Employees and Change process: business outcomes Small Tech Case Study Role of HR: discussionCopyright 2010 Boeing. All rights reserved. 34 34. The Boeing Company OverviewCopyright 2010 Boeing. All rights reserved.Founded in 1916 by William E. Boeing inthe Puget Sound region of Washington stateThe worlds largest, most diversifiedaerospace companyTotal revenue in 2013: $86.6 billionCustomers in 150 countriesOver 170,000 employees in 50 states and70 countries35 35. The Transition Process:The Human DimensionUncertaintyExcitementAnticipationConfusionCuriosityFrustrationReservationAngerDenialCopyright 2010 Boeing. All rights reserved.Wilderness ZoneCommitmentAccomplishmentHigh EnergyLearningAdapted from Managing Transitions, William Bridges and Kubler RossCreativityInnovationAnxietyResistanceConfusionAwkwardnessEmergingReliefUnsureAmbivalenceLetting GoSkepticismAdapting to change is a process, which involves stages of transition witheach stage having both positive and negative reactionsFearExplorationResistance+- 36. Culture component in Boeing M&A processStrategicAssessmentCopyright 2010 Boeing. All rights reserved.DealDefinition andPreparationNegotiationIntegrationPreparation& ClosingIntegration &Post-ClosingAssessmentBrieftransactionteam - whatto look forUpdate DDlists w/insightsBrief dealteam onlearningsBriefintegra-tionteamoninsightsAligncross-functionalpriorities& Identifyactions toinclude inintegrationplansALS:Adaptleadingchangesectionto TargetCommuni-cationplanshaped toaddresschangemanagement& employeeengagementID highimpact orgattributesAssess gaps& synergiesInform talentretention planBuild more quantifiable results deal over dealPublic RecordsNews ReleasesAnnual ReportsDeal TeamMembersEarly identification ofhigh impact culture fitgaps or synergiesCompileinformationfrom DDWorkplaceAssess-mentsmetricsestablishedlinkingemployeeexperienceEarly data gatheringDefine culture focus forDue DiligenceInternal alignment ondegree/extent of changerequiredWork with Integration team to preparefor effective change managementImplement 37. Small Technology Case Study Acquisition of small company (Small Tech) Piloted cultural assessment tool on both Small Tech and theacquiring business segment Fully integrated into a segment of an existing business unit Existing workforce provided input to integration process Initial feed back has been positiveCopyright 2010 Boeing. All rights reserved.38 38. Culture DefinitionValues What is important to us asan organizationBeliefs Common language &understanding of where weare going and how we willget thereBehaviors How we makedecisionsthe way weconduct the day-to-dayoperations of our businessStrategic Alignment ImplementationBuilding the Plan Working the PlanCultural Insights Provide Organizational Learning for Value CreationCopyright 2010 Boeing. All rights reserved. 39 39. M&A Phase 1 Early Data CollectionCopyright 2010 Boeing. All rights reserved.Indicatorsof Gaps &SynergiesData Collection Identification of High ImpactIndicators of Gaps & Synergies40 40. M&A Phase 2 & 3 More In-Depth Culture AssessmentDue Diligence Data Collection Identification of High ImpactIndicators of Gaps & SynergiesCopyright 2010 Boeing. All rights reserved. 41 41. Summary: Side-By-Side Culture AssessmentIndicators of Highest Impact during IntegrationSmallTech Culture Element Boeing Business UnitVision/Mission (short-term ) with lack ofvisibility on how employee goals are alignedto the organization goalsClarity of Vision, Mission, & JobStrategy Alignment acrossworkforceVision/Mission (longer-term) with clear goals &measures for employees at all levels (inperformance management process)Budget Planning (short-term), R&D accessto employees, Processes/Proceduresimplemented with low complexity. R&D asignificant piece of company overall effortOrganization Structure &ComplexityBudget Planning (long-term) & R&D limited access,Processes/Procedures deeply engrained in cultureTop down decision-making style withspecific titles/roles authorized to makedecisions & communicate expectations.Communication throughout the organizationis verbal/frequent/informalLeadership, Communication,Decision-Making StyleDecentralized decision-making. Specific roles inorganization have more authority to make business& contract decisions. Workforce empoweredthrough EI TeamsOrg Level No indication of direct businessperformance measures aligned to planEmployee Level Goals are set as teamson project goalsPerformance Measurement &AccountabilityOrg Level Business Performance tied to LRBPEmployee Level individual BGOs & Salary ReviewMgr engagement scores tied to employee surveyCompany driven incentives & stock optionsfor all employees. No formal programs forindividual performance rewards in placeRewards and Recognition Company driven incentives.Formal reward/recognition programs for individuals& teams (pride @ Boeing, cash awards)Copyright 2010 Boeing. All rights reserved. 42Summary Page 1 of 2Example 42. Summary: Side-By-Side Culture AssessmentIndicators of Highest Impact during IntegrationExampleSmall Tech Culture Element Boeing Business UnitRecruit, select, & promote for deep subjectmatter & technical expertise. Less informalprocesses for hiring, selection and promotioncompared to Boeing Business Unit.No formal succession plansTalent Acquisition& DevelopmentTalent pipeline focus with emphasis on knowledgetransfer ,mentoring, succession plans. Recruit, select,promote those with longevity & general knowledgeexperience in field. Process-driven selection throughskill teams. Employees have assigned & enrolledreporting structure across functions & businessNo formal employee survey. Engagementoccurs through customer interactions andbringing new ideas forwardEngagement Engagement Survey administered by EmployeeRelations. Managers receive engagement scores, asresult of survey. Leaders expected to develop &engage employees through on the job experiencesProactive with customer on new ideas and newproduct lines. Engineering talent engaged insales & customer. Agile response to marketchangesInnovation Focused on market-based affordability, methodical,customer requirements (contract-driven). Leadershipopen to new ideas from employees. Somewhatreactive response to market changesSummary Page 2 of 2Copyright 2010 Boeing. All rights reserved. 43 43. Recommended Actionsfor Cross Functional IntegrationCultureElementsLinkage toValue Driversof the DealRecommended Actions PotentialFunctionalPartnersCopyright 2010 Boeing. All rights reserved. 44Sponsor /LeaderClarity of Vision,Mission, & JobStrategy Alignment-- Leadership &CommunicationProvide anintegrated,technologysolutionInclude in Communication Plan.Shape key messages to enable workforcealignment of vision, mission, goals.Include: what is changing & why? & how willemployees be engaged in the change?Deploy both manager-focused & employee-focusedcommunicationsComms Function &BU LT, Small TechCommunicationsBU LeaderOrganizationStructure &Complexity --Decision-MakingDeliberateretention of keytechnicalpersonnelFocus on the Customer Experience &Empowerment (Locally). Some major processareas of most impact Supplier Mgmt,Contracts, & Hiring Processes. Clarity ondecision authority, contractual processes, rolesBusiness Ops,Supplier Mgmt,Human ResourcesBU Leader/HRTalent Acquisition,Development, &EngagementDeliberateretention of keytechnicalpersonnelFocus on knowledge transfer & mentorship.Maintain balance of external recruitment withinternal development & progression aligned toculture of both companies. Create/Implementan employee engagement plan focused on theemployee experience & customer focus. Linkengagement plan to productivity goals.Leverage innovation through engagementHuman Resources,Engineering,Communications,Employee RelationsBU Leader/HRInnovation Develop & IPportfolioFocus on Growth & Productivity address R&Daccess, customer & supplier engagement, newproduct lines & market based affordabilityBusinessDevelopment,EngineeringEngineering LeadPerformanceMeasurement &AccountabilityDeliberateretention of keypersonnelAlign & Communicate through PerformanceManagement Process(Communication/Awareness in 2Q to Managers)Human Resources, &Management Team 44. Current Challenges and role of HR Access to information Pre-existing relationships Leadership buy-in Operating rhythm Lead/manage/supportCopyright 2010 Boeing. All rights reserved.45 45. Copyright 2010 Boeing. All rights reserved. 46 46. Employee Engagement 47. WHAT IS ENGAGEMENT &WHY SHOULD WE BOTHER?>11/05/13 >3 48. 3THE BIGGER PICTUREThe context for WHY Employee Engagement iscriticalThe 20th Century model was Business as Usual.MAKE EFFICIENT aligned but not engaged, centraldirection, command and control.26/11/13 49. What is Engagement?A workplace approach designed to ensure that employees arecommitted to their organisations goals and values, motivated tocontribute to organisational success and able at the same time toenhance their own sense of wellbeing.50Professor David GuestOR, IN OTHER WORDS.Its all about the people! 50. 51Its not.. 51. THE EVIDENCE FORENGAGEMENT10/02/1352 52. Employee Engagement:The EvidenceCEOs call on UK to deliverGDP growthby better engagingemployees at work.A high-level task force of some of theUKs most recognisable organisations iscalling for every leader and manageracross the economy to play their partin tackling the UKs employeeengagement deficit.Analysis of the evidence shows that:Only around a third of UK employees say theyare actively engaged at work.20 million workers are not delivering theirfull capability or realising their potential atwork.of people said they have more to offerin skills and talent than they are currentlybeing asked to demonstrate at work.UK productivity was 20% lower than the restof the G7 in 2011.0 53. Employee Engagement:Statistics and Case StudiesREVENUEGROWTHOrganisations in the topquartile of engagement scoresdemonstrated revenuegrowth 2.5 times greater thanthose in the bottom quartile.CUSTOMERSATISFACTIONCompanies with topquartile engagementscores average12% highercustomer advocacy.PROFITCompanies withengagementscores in the top25% had twice theannual net profit. 54. Employee Engagement:Statistics and Case StudiesPRODUCTIVIOTrYganisations in thetop quartile ofemployeeengagement scoreshad 18% higherproductivity.INNOVATI5O9N% of engagedemployees said thattheir job brings outtheir most creativeideas.EMPLOYEECToUmRpaNnOieVs wEiRth high levels ofengagement show turnover rate40% lower than companies with lowlevels of engagement. 55. Employee Engagement:Statistics and Case StudiesEFFICIENCYAn insurance company found that teams withhigher engagement had 35% less down timebetween calls equivalent to one free ofcharge employee to every eight employees.HEALTH &OSrAgaFnEisTatYions with engagement in the bottomquartileaverage 62% more accidents than those in thetop. 56. THE FOUR ENABLERS OFENGAGEMENT10/02/1357 57. THE FOUR ENABLERS OF ENGAGEMENT58 58. WHAT HAPPENS IN THE REAL WORLD?Organisations approach engagement in all sorts ofdifferent waysCapacitas - a small company, voted best place towork for graduates this year- a fun environment- a mix of learning, guidance and tolerance- going with a gut feeling of what worksRoyal Borough of Kensington & Chelsea- plans on the back of a survey- big all hands events to help people contribute- challenges with merging with other boroughsImperial College Hospital, Sheffield University- leadership training is key focus- wide business training, looking at many areas59 59. WHAT HAPPENS IN THE REAL WORLD?A big corporate - challenges around scale, how to make is personal, how to involveeveryone, how to keep things fresh and aliveNew IdeasWorkfitLeanVolunteeringFlexible workingNew approach on the go now - very interesting!60 60. WHAT HAPPENS IN THE REAL WORLD?Great case studies to go and look at via Engage for Success:Marks and Spencer - using a commitment approach to engagementThe approach is moving away from an action plan that gets filed away to an honest,transparent way of workingEngagement is now our sole people KPI for our business and has equal weighting tosales. We have seen our engagement scores increase year on year for the last 6 yearsThe Department of Business, Innovation and Skills - creating the BIS storyNeeding to address the staff feedback of too much clutter in communications, and therealisation that BIS wide messages were not getting through, managers and staff cametogether to create the BIS storyThe highlight was the BIS Story festival where staff presented their team storiesdepicting the part they played in the BIS Story to colleagues across the Department.61 61. What gets in the way?>8Spare meanother ****HR/comms,HQinitiativeWere toobusy for that!Dont youknow theres arecession on?Were brilliantIve not gotalready! We dontneed to changetime for the softand fluffy stuffThat wontwork here 62. What else gets in the way?Command andcontrol itseasier!>8Leader behavioursdont model thevaluesToo impatient this needs time,application,relentless focusMicro-managing its stifling anddrains everyonesenergyPeople skills forthe line this istough, they mayneed helpNot sharing goodpractice whereits working,showcase and shareSurvey & eventbased,transactional 63. What can YOU do?Easy ways to start building a better place to work: Say thank you!Be VISIBLE and accessible - open the office door, go and talk topeople Accept that its more emotionally demanding Starting working on your own self awareness - none of us are perfect! Good leaders welcome challenge, they dont close it down>44 64. GET ENGAGED!10/02/13 Engage For Success 201365 65. THANKS TO OUR SPONSOR10/09/2014 66. MANNERS &MURPHYTheEmployee EngagementEventSeptember 9,, 201410/09/2014