welcome to investors in people week 2009 fit for the future
TRANSCRIPT
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Welcome to Investors in People Week 2009
Fit for the Future
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INVESTORS IN PEOPLE SOUTH WEST
Vicki JohnsonClient Service Director
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PurposeTo support the continued improvement of performance in Investors in People organisations through the exchange of interesting ideas and good practice
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GINSTERS
Nicky TaylorLearning & Development ManagerInvestors in People Employer Representative
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Activities chosen through research
Physical Activity fully funded Volunteer programmes
Purchase of footpath
Smoking Cessation
Local providers
GP referrals Newsletter Free Fruit
Gym built
Year 1
fitness suite open 24hrs a day
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Physical activity part funded
Staff led activities
Discounts/sponsorship with local
providers and suppliers
Learning at work day
Healthy eating/Slimming club
Rehabilitation for long term sick
Established safe link to school
Health promotion programme
Nutritional talksYear 2 Continued participation and development
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Training staff to deliver/coach activities
On-site activities
Scheduled health promotion events
Local conservation work
Cycle path completed to local train station
Open to wider community and local businesses
Establish strong club linksYear 3Sense of ownership
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Quit through Ginsters smoking cessationNow Ginsters onsite Stop Smoking AdvisorCASE STUDIES If it wasnt for the Active Workplace programme I would have carried on with my old lifestyle of smoking and having no physical activity. My life has changed it is as simple as that Jake JohnsonRob SmithHeart Attack 2 years agoQuit Smoking Cardiac Rehab Gym 3 times a weekClimbing every weekendScuba Diving, Canoeing and Ice skatingTraining to become Ginsters Climbing Instructor with support from the company
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ACTIVITY FIGURES
Chart1
19162436
28984716
22104188
18094142
21765318
20065453
Predicted
Actual
Participation Figures
Business
TurnoverStabilityLong Term AbsenceShort Term AbsenceCombined Absence
Jul-0528%83%2.51%1.84%4.35%
Aug-0529%83%2.67%2.00%4.67%
Sep-0526%83%2.76%2.03%4.79%
Oct-0525%84%3.02%2.14%5.16%DateShort Term Absence
Nov-0524%84%3.25%2.22%5.47%Nov-052.22%
Dec-0525%84%3.04%2.15%5.19%Dec-052.15%
Jan-0623%85%2.80%2.06%4.86%Jan-062.06%
Feb-0623%84%2.97%1.96%4.93%Feb-061.96%
Mar-0622%84%3.18%1.94%5.12%Mar-061.94%
Apr-0622%85%3.19%1.79%4.98%Apr-061.79%
May-0620%87%3.03%1.68%4.71%May-061.68%
Jun-0619%88%3.12%1.61%4.73%Jun-061.61%
Jul-0618%85%2.77%1.57%4.34%Jul-061.57%
Aug-0617%89%2.75%1.35%4.10%Aug-061.35%
Sep-0618%88%2.86%1.38%4.24%Sep-061.38%
Oct-0620%86%2.76%1.43%4.19%Oct-061.43%
Nov-0621%87%2.88%1.42%4.30%Nov-061.42%
Dec-0622%86%3.05%1.04%4.09%Dec-061.04%
Jan-0722%85%3.09%1.05%4.14%Jan-071.05%
Feb-0721%85%3.13%1.15%4.28%Feb-071.15%
Mar-0722%85%3.36%1.22%4.58%Mar-071.22%
Apr-0720%88%3.46%1.19%4.65%Apr-071.19%
May-0720%87%3.53%1.23%4.76%May-071.23%
Jun-0719%87%3.62%1.23%4.85%Jun-071.23%
Jul-0720%88%3.72%1.26%4.98%Jul-071.26%
Aug-0720%87%3.93%1.27%5.20%Aug-071.27%
Sep-0718%87%3.86%1.30%5.16%Sep-071.30%
Oct-0718%88%3.60%1.30%4.90%Oct-071.30%
Nov-0718%89%3.71%1.42%5.13%Nov-071.42%
Dec-0715%90%3.74%1.46%5.20%Dec-071.46%
Jan-0814%90%3.69%1.49%5.18%Jan-081.49%
Feb-0814%90%3.13%1.44%4.75%Feb-081.44%
Mar-0814%90%2.92%1.40%4.32%Mar-081.40%
Apr-0814%90%3.00%1.44%4.44%Apr-081.44%
May-0814%88%3.29%1.43%4.72%May-081.43%
Jun-0815%88%3.53%1.47%5.00%Jun-081.47%
Jul-0814%87%3.94%1.50%5.44%Jul-081.50%
Aug-0814%88%4.27%1.47%5.74%Aug-081.47%
Sep-0815%87%4.29%1.47%5.76%Sep-081.47%
Oct-0814%87%3.92%1.36%5.27%Oct-081.36%
Nov-0813%88%4.13%1.38%5.51%Nov-081.38%
Dec-0814%89%4.17%1.35%5.51%Dec-081.35%
Jan-0914%88%3.64%1.24%4.88%Jan-091.24%
Feb-0916%88%3.68%1.22%4.90%Feb-091.22%
Mar-0915%88%3.73%1.24%4.98%Mar-091.24%
Apr-0914%89%3.80%1.22%5.01%Apr-091.22%
May-0914%91%3.51%1.20%4.68%May-091.20%
Jun-093.04%1.02%4.06%Jun-091.02%
Business
0
0
0
0
0
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0
0
0
0
0
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0
0
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0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Short Term Absence
Short Term Absence
Participation
Sep 06 - Feb 07Mar 07-Aug 07Sept 07 - Feb 08Mar 08 - Aug 08Sept 08 - Feb 09Mar 09-Aug 09
Attendance FiguresAttendance FiguresAttendance FiguresAttendance FiguresAttendance FiguresAttendance FiguresTotals
Predicted19162898221018092176200611009
Actual24364716418841425318545320800
NEED TO D NUMBER OF PEOPLE STARTING NEW ACTIVITIES VERY IMPORTANT
Participation
00
00
00
00
00
00
Predicted
Actual
Participation Figures
Sheet3
MBD0009DFC1.xls
Chart6
0.277
0.287
0.263
0.245
0.242
0.248
0.232
0.228
0.215
0.217
0.199
0.189
0.179
0.17
0.184
0.202
0.211
0.221
0.221
0.213
0.217
0.198
0.195
0.191
0.195
0.201
0.179
0.181
0.175
0.148
0.142
0.136
0.14
0.143
0.135
0.145
0.139
0.137
0.149
0.143
0.134
0.137
0.14
0.161
0.148
0.142
0.138
0.146
0.167
0.16
40057
40087
40118
40148
Turnover
Date
Percentage
Staff Turnover
Sheet1
TurnoverStabilityLong Term AbsenceShort Term AbsenceCombined Absence
Jul-0528%83%2.51%1.84%4.35%
Aug-0529%83%2.67%2.00%4.67%
Sep-0526%83%2.76%2.03%4.79%
Oct-0525%84%3.02%2.14%5.16%
Nov-0524%84%3.25%2.22%5.47%
Dec-0525%84%3.04%2.15%5.19%
Jan-0623%85%2.80%2.06%4.86%
Feb-0623%84%2.97%1.96%4.93%
Mar-0622%84%3.18%1.94%5.12%
Apr-0622%85%3.19%1.79%4.98%
May-0620%87%3.03%1.68%4.71%
Jun-0619%88%3.12%1.61%4.73%
Jul-0618%85%2.77%1.57%4.34%
Aug-0617%89%2.75%1.35%4.10%
Sep-0618%88%2.86%1.38%4.24%
Oct-0620%86%2.76%1.43%4.19%
Nov-0621%87%2.88%1.42%4.30%
Dec-0622%86%3.05%1.04%4.09%
Jan-0722%85%3.09%1.05%4.14%
Feb-0721%85%3.13%1.15%4.28%
Mar-0722%85%3.36%1.22%4.58%
Apr-0720%88%3.46%1.19%4.65%
May-0720%87%3.53%1.23%4.76%
Jun-0719%87%3.62%1.23%4.85%
Jul-0720%88%3.72%1.26%4.98%
Aug-0720%87%3.93%1.27%5.20%
Sep-0718%87%3.86%1.30%5.16%
Oct-0718%88%3.60%1.30%4.90%
Nov-0718%89%3.71%1.42%5.13%
Dec-0715%90%3.74%1.46%5.20%
Jan-0814%90%3.69%1.49%5.18%
Feb-0814%90%3.13%1.44%4.75%
Mar-0814%90%2.92%1.40%4.32%
Apr-0814%90%3.00%1.44%4.44%
May-0814%88%3.29%1.43%4.72%
Jun-0815%88%3.53%1.47%5.00%
Jul-0814%87%3.94%1.50%5.44%
Aug-0814%88%4.27%1.47%5.74%
Sep-0815%87%4.29%1.47%5.76%
Oct-0814%87%3.92%1.36%5.27%
Nov-0813%88%4.13%1.38%5.51%
Dec-0814%89%4.17%1.35%5.51%
Jan-0914%88%3.64%1.24%4.88%
Feb-0916%88%3.68%1.22%4.90%
Mar-0915%88%3.73%1.24%4.98%
Apr-0914%89%3.80%1.22%5.01%
May-0914%91%3.51%1.20%4.68%
Jun-0915%90%3.04%1.02%4.06%
Jul-0917%91%3.35%1.11%4.46%
Aug-0916%90%3.19%1.13%4.32%
Sep-09
Oct-09
Nov-09
Dec-09
Sheet1
000
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000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
Long Term Absence
Short Term Absence
Combined Absence
Date
Percentage
Absence
Sheet2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
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0
0
0
0
0
0
0
0
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0
0
0
0
0
0
0
0
0
0
0
Turnover
Date
Percentage
Sheet3
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
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0
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0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Stability
Date
Percentage
MBD0009E242.xls
Chart9
0.831
0.829
0.833
0.838
0.835
0.84
0.848
0.84
0.842
0.852
0.872
0.879
0.852
0.894
0.877
0.86
0.865
0.858
0.847
0.847
0.853
0.879
0.867
0.874
0.877
0.87
0.871
0.876
0.892
0.903
0.9
0.901
0.899
0.897
0.88
0.877
0.872
0.878
0.866
0.873
0.884
0.893
0.881
0.881
0.879
0.893
0.907
0.898
0.907
0.904
40057
40087
40118
40148
Stability
Date
Percentage
Stability rates
Sheet1
TurnoverStabilityLong Term AbsenceShort Term AbsenceCombined Absence
Jul-0528%83%2.51%1.84%4.35%
Aug-0529%83%2.67%2.00%4.67%
Sep-0526%83%2.76%2.03%4.79%
Oct-0525%84%3.02%2.14%5.16%
Nov-0524%84%3.25%2.22%5.47%
Dec-0525%84%3.04%2.15%5.19%
Jan-0623%85%2.80%2.06%4.86%
Feb-0623%84%2.97%1.96%4.93%
Mar-0622%84%3.18%1.94%5.12%
Apr-0622%85%3.19%1.79%4.98%
May-0620%87%3.03%1.68%4.71%
Jun-0619%88%3.12%1.61%4.73%
Jul-0618%85%2.77%1.57%4.34%
Aug-0617%89%2.75%1.35%4.10%
Sep-0618%88%2.86%1.38%4.24%
Oct-0620%86%2.76%1.43%4.19%
Nov-0621%87%2.88%1.42%4.30%
Dec-0622%86%3.05%1.04%4.09%
Jan-0722%85%3.09%1.05%4.14%
Feb-0721%85%3.13%1.15%4.28%
Mar-0722%85%3.36%1.22%4.58%
Apr-0720%88%3.46%1.19%4.65%
May-0720%87%3.53%1.23%4.76%
Jun-0719%87%3.62%1.23%4.85%
Jul-0720%88%3.72%1.26%4.98%
Aug-0720%87%3.93%1.27%5.20%
Sep-0718%87%3.86%1.30%5.16%
Oct-0718%88%3.60%1.30%4.90%
Nov-0718%89%3.71%1.42%5.13%
Dec-0715%90%3.74%1.46%5.20%
Jan-0814%90%3.69%1.49%5.18%
Feb-0814%90%3.13%1.44%4.75%
Mar-0814%90%2.92%1.40%4.32%
Apr-0814%90%3.00%1.44%4.44%
May-0814%88%3.29%1.43%4.72%
Jun-0815%88%3.53%1.47%5.00%
Jul-0814%87%3.94%1.50%5.44%
Aug-0814%88%4.27%1.47%5.74%
Sep-0815%87%4.29%1.47%5.76%
Oct-0814%87%3.92%1.36%5.27%
Nov-0813%88%4.13%1.38%5.51%
Dec-0814%89%4.17%1.35%5.51%
Jan-0914%88%3.64%1.24%4.88%
Feb-0916%88%3.68%1.22%4.90%
Mar-0915%88%3.73%1.24%4.98%
Apr-0914%89%3.80%1.22%5.01%
May-0914%91%3.51%1.20%4.68%
Jun-0915%90%3.04%1.02%4.06%
Jul-0917%91%3.35%1.11%4.46%
Aug-0916%90%3.19%1.13%4.32%
Sep-09
Oct-09
Nov-09
Dec-09
Sheet1
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000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
Long Term Absence
Short Term Absence
Combined Absence
Date
Percentage
Absence
Sheet2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
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0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Turnover
Date
Percentage
Sheet3
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
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0
0
0
0
0
0
0
0
0
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0
0
0
0
0
0
0
0
0
0
0
Stability
Date
Percentage
MBD0009DC5D.xls
Chart3
0.02510.01840.0435
0.02670.020.0467
0.02760.02030.0479
0.03020.02140.0516
0.03250.02220.0547
0.03040.02150.0519
0.0280.02060.0486
0.02970.01960.0493
0.03180.01940.0512
0.03190.01790.0498
0.03030.01680.0471
0.03120.01610.0473
0.02770.01570.0434
0.02750.01350.041
0.02860.01380.0424
0.02760.01430.0419
0.02880.01420.043
0.03050.01040.0409
0.03090.01050.0414
0.03130.01150.0428
0.03360.01220.0458
0.03460.01190.0465
0.03530.01230.0476
0.03620.01230.0485
0.03720.01260.0498
0.03930.01270.052
0.03860.0130.0516
0.0360.0130.049
0.03710.01420.0513
0.03740.01460.052
0.03690.01490.0518
0.03130.01440.0475
0.02920.0140.0432
0.030.01440.0444
0.03290.01430.0472
0.03530.01470.05
0.03940.0150.0544
0.04270.01470.0574
0.04290.01470.0576
0.03920.01360.0527
0.04130.01380.0551
0.04170.01350.0551
0.03640.01240.0488
0.03680.01220.049
0.03730.01240.0498
0.0380.01220.0501
0.03510.0120.0468
0.03040.01020.0406
0.03350.01110.0446
0.03190.01130.0432
400574005740057
400874008740087
401184011840118
401484014840148
Long Term Absence
Short Term Absence
Combined Absence
Date
Percentage
Absence
Sheet1
TurnoverStabilityLong Term AbsenceShort Term AbsenceCombined Absence
Jul-0528%83%2.51%1.84%4.35%
Aug-0529%83%2.67%2.00%4.67%
Sep-0526%83%2.76%2.03%4.79%
Oct-0525%84%3.02%2.14%5.16%
Nov-0524%84%3.25%2.22%5.47%
Dec-0525%84%3.04%2.15%5.19%
Jan-0623%85%2.80%2.06%4.86%
Feb-0623%84%2.97%1.96%4.93%
Mar-0622%84%3.18%1.94%5.12%
Apr-0622%85%3.19%1.79%4.98%
May-0620%87%3.03%1.68%4.71%
Jun-0619%88%3.12%1.61%4.73%
Jul-0618%85%2.77%1.57%4.34%
Aug-0617%89%2.75%1.35%4.10%
Sep-0618%88%2.86%1.38%4.24%
Oct-0620%86%2.76%1.43%4.19%
Nov-0621%87%2.88%1.42%4.30%
Dec-0622%86%3.05%1.04%4.09%
Jan-0722%85%3.09%1.05%4.14%
Feb-0721%85%3.13%1.15%4.28%
Mar-0722%85%3.36%1.22%4.58%
Apr-0720%88%3.46%1.19%4.65%
May-0720%87%3.53%1.23%4.76%
Jun-0719%87%3.62%1.23%4.85%
Jul-0720%88%3.72%1.26%4.98%
Aug-0720%87%3.93%1.27%5.20%
Sep-0718%87%3.86%1.30%5.16%
Oct-0718%88%3.60%1.30%4.90%
Nov-0718%89%3.71%1.42%5.13%
Dec-0715%90%3.74%1.46%5.20%
Jan-0814%90%3.69%1.49%5.18%
Feb-0814%90%3.13%1.44%4.75%
Mar-0814%90%2.92%1.40%4.32%
Apr-0814%90%3.00%1.44%4.44%
May-0814%88%3.29%1.43%4.72%
Jun-0815%88%3.53%1.47%5.00%
Jul-0814%87%3.94%1.50%5.44%
Aug-0814%88%4.27%1.47%5.74%
Sep-0815%87%4.29%1.47%5.76%
Oct-0814%87%3.92%1.36%5.27%
Nov-0813%88%4.13%1.38%5.51%
Dec-0814%89%4.17%1.35%5.51%
Jan-0914%88%3.64%1.24%4.88%
Feb-0916%88%3.68%1.22%4.90%
Mar-0915%88%3.73%1.24%4.98%
Apr-0914%89%3.80%1.22%5.01%
May-0914%91%3.51%1.20%4.68%
Jun-0915%90%3.04%1.02%4.06%
Jul-0917%91%3.35%1.11%4.46%
Aug-0916%90%3.19%1.13%4.32%
Sep-09
Oct-09
Nov-09
Dec-09
Sheet1
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000
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000
000
000
000
000
000
000
000
000
Long Term Absence
Short Term Absence
Combined Absence
Date
Percentage
Absence
Sheet2
0
0
0
0
0
0
0
0
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0
0
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0
0
0
0
0
Turnover
Date
Percentage
Sheet3
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
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0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Stability
Date
Percentage
-
Health Insurance Premium reductions (cost per eligible employee)
This is direct result of the reduction in the number of claims by employeesBUSINESS CASE
Chart6
0.277
0.287
0.263
0.245
0.242
0.248
0.232
0.228
0.215
0.217
0.199
0.189
0.179
0.17
0.184
0.202
0.211
0.221
0.221
0.213
0.217
0.198
0.195
0.191
0.195
0.201
0.179
0.181
0.175
0.148
0.142
0.136
0.14
0.143
0.135
0.145
0.139
0.137
0.149
0.143
0.134
0.137
0.14
0.161
0.148
0.142
0.138
0.146
0.167
0.16
40057
40087
40118
40148
Turnover
Date
Percentage
Staff Turnover
Sheet1
TurnoverStabilityLong Term AbsenceShort Term AbsenceCombined Absence
Jul-0528%83%2.51%1.84%4.35%
Aug-0529%83%2.67%2.00%4.67%
Sep-0526%83%2.76%2.03%4.79%
Oct-0525%84%3.02%2.14%5.16%
Nov-0524%84%3.25%2.22%5.47%
Dec-0525%84%3.04%2.15%5.19%
Jan-0623%85%2.80%2.06%4.86%
Feb-0623%84%2.97%1.96%4.93%
Mar-0622%84%3.18%1.94%5.12%
Apr-0622%85%3.19%1.79%4.98%
May-0620%87%3.03%1.68%4.71%
Jun-0619%88%3.12%1.61%4.73%
Jul-0618%85%2.77%1.57%4.34%
Aug-0617%89%2.75%1.35%4.10%
Sep-0618%88%2.86%1.38%4.24%
Oct-0620%86%2.76%1.43%4.19%
Nov-0621%87%2.88%1.42%4.30%
Dec-0622%86%3.05%1.04%4.09%
Jan-0722%85%3.09%1.05%4.14%
Feb-0721%85%3.13%1.15%4.28%
Mar-0722%85%3.36%1.22%4.58%
Apr-0720%88%3.46%1.19%4.65%
May-0720%87%3.53%1.23%4.76%
Jun-0719%87%3.62%1.23%4.85%
Jul-0720%88%3.72%1.26%4.98%
Aug-0720%87%3.93%1.27%5.20%
Sep-0718%87%3.86%1.30%5.16%
Oct-0718%88%3.60%1.30%4.90%
Nov-0718%89%3.71%1.42%5.13%
Dec-0715%90%3.74%1.46%5.20%
Jan-0814%90%3.69%1.49%5.18%
Feb-0814%90%3.13%1.44%4.75%
Mar-0814%90%2.92%1.40%4.32%
Apr-0814%90%3.00%1.44%4.44%
May-0814%88%3.29%1.43%4.72%
Jun-0815%88%3.53%1.47%5.00%
Jul-0814%87%3.94%1.50%5.44%
Aug-0814%88%4.27%1.47%5.74%
Sep-0815%87%4.29%1.47%5.76%
Oct-0814%87%3.92%1.36%5.27%
Nov-0813%88%4.13%1.38%5.51%
Dec-0814%89%4.17%1.35%5.51%
Jan-0914%88%3.64%1.24%4.88%
Feb-0916%88%3.68%1.22%4.90%
Mar-0915%88%3.73%1.24%4.98%
Apr-0914%89%3.80%1.22%5.01%
May-0914%91%3.51%1.20%4.68%
Jun-0915%90%3.04%1.02%4.06%
Jul-0917%91%3.35%1.11%4.46%
Aug-0916%90%3.19%1.13%4.32%
Sep-09
Oct-09
Nov-09
Dec-09
Sheet1
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
Long Term Absence
Short Term Absence
Combined Absence
Date
Percentage
Absence
Sheet2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Turnover
Date
Percentage
Sheet3
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Stability
Date
Percentage
-
BUSINESS CASE Reduced sickness costs
Health Insurance Premium Reductions
Reduced Staff Turnover
Improved Retention of Staff
Excellent Staff Survey results
Improved PresenteeismImproved motivation, health and well-being of staff
Staff Engagement, reduction of training costs
Improved Brand and Corporate Image
Increased Corporate Social Responsibility
Chart2
0.0222
0.0215
0.0206
0.0196
0.0194
0.0179
0.0168
0.0161
0.0157
0.0135
0.0138
0.0143
0.0142
0.0104
0.0105
0.0115
0.0122
0.0119
0.0123
0.0123
0.0126
0.0127
0.013
0.013
0.0142
0.0146
0.0149
0.0144
0.014
0.0144
0.0143
0.0147
0.015
0.0147
0.0147
0.0136
0.0138
0.0135
0.0124
0.0122
0.0124
0.0122
0.012
0.0102
Short Term Absence
Short Term Absence
Business
TurnoverStabilityLong Term AbsenceShort Term AbsenceCombined Absence
Jul-0528%83%2.51%1.84%4.35%
Aug-0529%83%2.67%2.00%4.67%
Sep-0526%83%2.76%2.03%4.79%
Oct-0525%84%3.02%2.14%5.16%DateShort Term Absence
Nov-0524%84%3.25%2.22%5.47%Nov-052.22%
Dec-0525%84%3.04%2.15%5.19%Dec-052.15%
Jan-0623%85%2.80%2.06%4.86%Jan-062.06%
Feb-0623%84%2.97%1.96%4.93%Feb-061.96%
Mar-0622%84%3.18%1.94%5.12%Mar-061.94%
Apr-0622%85%3.19%1.79%4.98%Apr-061.79%
May-0620%87%3.03%1.68%4.71%May-061.68%
Jun-0619%88%3.12%1.61%4.73%Jun-061.61%
Jul-0618%85%2.77%1.57%4.34%Jul-061.57%
Aug-0617%89%2.75%1.35%4.10%Aug-061.35%
Sep-0618%88%2.86%1.38%4.24%Sep-061.38%
Oct-0620%86%2.76%1.43%4.19%Oct-061.43%
Nov-0621%87%2.88%1.42%4.30%Nov-061.42%
Dec-0622%86%3.05%1.04%4.09%Dec-061.04%
Jan-0722%85%3.09%1.05%4.14%Jan-071.05%
Feb-0721%85%3.13%1.15%4.28%Feb-071.15%
Mar-0722%85%3.36%1.22%4.58%Mar-071.22%
Apr-0720%88%3.46%1.19%4.65%Apr-071.19%
May-0720%87%3.53%1.23%4.76%May-071.23%
Jun-0719%87%3.62%1.23%4.85%Jun-071.23%
Jul-0720%88%3.72%1.26%4.98%Jul-071.26%
Aug-0720%87%3.93%1.27%5.20%Aug-071.27%
Sep-0718%87%3.86%1.30%5.16%Sep-071.30%
Oct-0718%88%3.60%1.30%4.90%Oct-071.30%
Nov-0718%89%3.71%1.42%5.13%Nov-071.42%
Dec-0715%90%3.74%1.46%5.20%Dec-071.46%
Jan-0814%90%3.69%1.49%5.18%Jan-081.49%
Feb-0814%90%3.13%1.44%4.75%Feb-081.44%
Mar-0814%90%2.92%1.40%4.32%Mar-081.40%
Apr-0814%90%3.00%1.44%4.44%Apr-081.44%
May-0814%88%3.29%1.43%4.72%May-081.43%
Jun-0815%88%3.53%1.47%5.00%Jun-081.47%
Jul-0814%87%3.94%1.50%5.44%Jul-081.50%
Aug-0814%88%4.27%1.47%5.74%Aug-081.47%
Sep-0815%87%4.29%1.47%5.76%Sep-081.47%
Oct-0814%87%3.92%1.36%5.27%Oct-081.36%
Nov-0813%88%4.13%1.38%5.51%Nov-081.38%
Dec-0814%89%4.17%1.35%5.51%Dec-081.35%
Jan-0914%88%3.64%1.24%4.88%Jan-091.24%
Feb-0916%88%3.68%1.22%4.90%Feb-091.22%
Mar-0915%88%3.73%1.24%4.98%Mar-091.24%
Apr-0914%89%3.80%1.22%5.01%Apr-091.22%
May-0914%91%3.51%1.20%4.68%May-091.20%
Jun-093.04%1.02%4.06%Jun-091.02%
Business
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Short Term Absence
Short Term Absence
Participation
Sep 06 - Feb 07Mar 07-Aug 07Sept 07 - Feb 08Mar 08 - Aug 08Sept 08 - Feb 09Mar 09-Aug 09
Attendance FiguresAttendance FiguresAttendance FiguresAttendance FiguresAttendance FiguresAttendance FiguresTotals
Predicted19162898221018092176200611009
Actual24364716418841425318545320800
NEED TO D NUMBER OF PEOPLE STARTING NEW ACTIVITIES VERY IMPORTANT
Participation
00
00
00
00
00
00
Predicted
Actual
Participation Figures
Sheet3
MBD0009DFC1.xls
Chart6
0.277
0.287
0.263
0.245
0.242
0.248
0.232
0.228
0.215
0.217
0.199
0.189
0.179
0.17
0.184
0.202
0.211
0.221
0.221
0.213
0.217
0.198
0.195
0.191
0.195
0.201
0.179
0.181
0.175
0.148
0.142
0.136
0.14
0.143
0.135
0.145
0.139
0.137
0.149
0.143
0.134
0.137
0.14
0.161
0.148
0.142
0.138
0.146
0.167
0.16
40057
40087
40118
40148
Turnover
Date
Percentage
Staff Turnover
Sheet1
TurnoverStabilityLong Term AbsenceShort Term AbsenceCombined Absence
Jul-0528%83%2.51%1.84%4.35%
Aug-0529%83%2.67%2.00%4.67%
Sep-0526%83%2.76%2.03%4.79%
Oct-0525%84%3.02%2.14%5.16%
Nov-0524%84%3.25%2.22%5.47%
Dec-0525%84%3.04%2.15%5.19%
Jan-0623%85%2.80%2.06%4.86%
Feb-0623%84%2.97%1.96%4.93%
Mar-0622%84%3.18%1.94%5.12%
Apr-0622%85%3.19%1.79%4.98%
May-0620%87%3.03%1.68%4.71%
Jun-0619%88%3.12%1.61%4.73%
Jul-0618%85%2.77%1.57%4.34%
Aug-0617%89%2.75%1.35%4.10%
Sep-0618%88%2.86%1.38%4.24%
Oct-0620%86%2.76%1.43%4.19%
Nov-0621%87%2.88%1.42%4.30%
Dec-0622%86%3.05%1.04%4.09%
Jan-0722%85%3.09%1.05%4.14%
Feb-0721%85%3.13%1.15%4.28%
Mar-0722%85%3.36%1.22%4.58%
Apr-0720%88%3.46%1.19%4.65%
May-0720%87%3.53%1.23%4.76%
Jun-0719%87%3.62%1.23%4.85%
Jul-0720%88%3.72%1.26%4.98%
Aug-0720%87%3.93%1.27%5.20%
Sep-0718%87%3.86%1.30%5.16%
Oct-0718%88%3.60%1.30%4.90%
Nov-0718%89%3.71%1.42%5.13%
Dec-0715%90%3.74%1.46%5.20%
Jan-0814%90%3.69%1.49%5.18%
Feb-0814%90%3.13%1.44%4.75%
Mar-0814%90%2.92%1.40%4.32%
Apr-0814%90%3.00%1.44%4.44%
May-0814%88%3.29%1.43%4.72%
Jun-0815%88%3.53%1.47%5.00%
Jul-0814%87%3.94%1.50%5.44%
Aug-0814%88%4.27%1.47%5.74%
Sep-0815%87%4.29%1.47%5.76%
Oct-0814%87%3.92%1.36%5.27%
Nov-0813%88%4.13%1.38%5.51%
Dec-0814%89%4.17%1.35%5.51%
Jan-0914%88%3.64%1.24%4.88%
Feb-0916%88%3.68%1.22%4.90%
Mar-0915%88%3.73%1.24%4.98%
Apr-0914%89%3.80%1.22%5.01%
May-0914%91%3.51%1.20%4.68%
Jun-0915%90%3.04%1.02%4.06%
Jul-0917%91%3.35%1.11%4.46%
Aug-0916%90%3.19%1.13%4.32%
Sep-09
Oct-09
Nov-09
Dec-09
Sheet1
000
000
000
000
000
000
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000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
Long Term Absence
Short Term Absence
Combined Absence
Date
Percentage
Absence
Sheet2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Turnover
Date
Percentage
Sheet3
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Stability
Date
Percentage
MBD0009E242.xls
Chart9
0.831
0.829
0.833
0.838
0.835
0.84
0.848
0.84
0.842
0.852
0.872
0.879
0.852
0.894
0.877
0.86
0.865
0.858
0.847
0.847
0.853
0.879
0.867
0.874
0.877
0.87
0.871
0.876
0.892
0.903
0.9
0.901
0.899
0.897
0.88
0.877
0.872
0.878
0.866
0.873
0.884
0.893
0.881
0.881
0.879
0.893
0.907
0.898
0.907
0.904
40057
40087
40118
40148
Stability
Date
Percentage
Stability rates
Sheet1
TurnoverStabilityLong Term AbsenceShort Term AbsenceCombined Absence
Jul-0528%83%2.51%1.84%4.35%
Aug-0529%83%2.67%2.00%4.67%
Sep-0526%83%2.76%2.03%4.79%
Oct-0525%84%3.02%2.14%5.16%
Nov-0524%84%3.25%2.22%5.47%
Dec-0525%84%3.04%2.15%5.19%
Jan-0623%85%2.80%2.06%4.86%
Feb-0623%84%2.97%1.96%4.93%
Mar-0622%84%3.18%1.94%5.12%
Apr-0622%85%3.19%1.79%4.98%
May-0620%87%3.03%1.68%4.71%
Jun-0619%88%3.12%1.61%4.73%
Jul-0618%85%2.77%1.57%4.34%
Aug-0617%89%2.75%1.35%4.10%
Sep-0618%88%2.86%1.38%4.24%
Oct-0620%86%2.76%1.43%4.19%
Nov-0621%87%2.88%1.42%4.30%
Dec-0622%86%3.05%1.04%4.09%
Jan-0722%85%3.09%1.05%4.14%
Feb-0721%85%3.13%1.15%4.28%
Mar-0722%85%3.36%1.22%4.58%
Apr-0720%88%3.46%1.19%4.65%
May-0720%87%3.53%1.23%4.76%
Jun-0719%87%3.62%1.23%4.85%
Jul-0720%88%3.72%1.26%4.98%
Aug-0720%87%3.93%1.27%5.20%
Sep-0718%87%3.86%1.30%5.16%
Oct-0718%88%3.60%1.30%4.90%
Nov-0718%89%3.71%1.42%5.13%
Dec-0715%90%3.74%1.46%5.20%
Jan-0814%90%3.69%1.49%5.18%
Feb-0814%90%3.13%1.44%4.75%
Mar-0814%90%2.92%1.40%4.32%
Apr-0814%90%3.00%1.44%4.44%
May-0814%88%3.29%1.43%4.72%
Jun-0815%88%3.53%1.47%5.00%
Jul-0814%87%3.94%1.50%5.44%
Aug-0814%88%4.27%1.47%5.74%
Sep-0815%87%4.29%1.47%5.76%
Oct-0814%87%3.92%1.36%5.27%
Nov-0813%88%4.13%1.38%5.51%
Dec-0814%89%4.17%1.35%5.51%
Jan-0914%88%3.64%1.24%4.88%
Feb-0916%88%3.68%1.22%4.90%
Mar-0915%88%3.73%1.24%4.98%
Apr-0914%89%3.80%1.22%5.01%
May-0914%91%3.51%1.20%4.68%
Jun-0915%90%3.04%1.02%4.06%
Jul-0917%91%3.35%1.11%4.46%
Aug-0916%90%3.19%1.13%4.32%
Sep-09
Oct-09
Nov-09
Dec-09
Sheet1
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
Long Term Absence
Short Term Absence
Combined Absence
Date
Percentage
Absence
Sheet2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Turnover
Date
Percentage
Sheet3
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Stability
Date
Percentage
MBD0009DC5D.xls
Chart3
0.02510.01840.0435
0.02670.020.0467
0.02760.02030.0479
0.03020.02140.0516
0.03250.02220.0547
0.03040.02150.0519
0.0280.02060.0486
0.02970.01960.0493
0.03180.01940.0512
0.03190.01790.0498
0.03030.01680.0471
0.03120.01610.0473
0.02770.01570.0434
0.02750.01350.041
0.02860.01380.0424
0.02760.01430.0419
0.02880.01420.043
0.03050.01040.0409
0.03090.01050.0414
0.03130.01150.0428
0.03360.01220.0458
0.03460.01190.0465
0.03530.01230.0476
0.03620.01230.0485
0.03720.01260.0498
0.03930.01270.052
0.03860.0130.0516
0.0360.0130.049
0.03710.01420.0513
0.03740.01460.052
0.03690.01490.0518
0.03130.01440.0475
0.02920.0140.0432
0.030.01440.0444
0.03290.01430.0472
0.03530.01470.05
0.03940.0150.0544
0.04270.01470.0574
0.04290.01470.0576
0.03920.01360.0527
0.04130.01380.0551
0.04170.01350.0551
0.03640.01240.0488
0.03680.01220.049
0.03730.01240.0498
0.0380.01220.0501
0.03510.0120.0468
0.03040.01020.0406
0.03350.01110.0446
0.03190.01130.0432
400574005740057
400874008740087
401184011840118
401484014840148
Long Term Absence
Short Term Absence
Combined Absence
Date
Percentage
Absence
Sheet1
TurnoverStabilityLong Term AbsenceShort Term AbsenceCombined Absence
Jul-0528%83%2.51%1.84%4.35%
Aug-0529%83%2.67%2.00%4.67%
Sep-0526%83%2.76%2.03%4.79%
Oct-0525%84%3.02%2.14%5.16%
Nov-0524%84%3.25%2.22%5.47%
Dec-0525%84%3.04%2.15%5.19%
Jan-0623%85%2.80%2.06%4.86%
Feb-0623%84%2.97%1.96%4.93%
Mar-0622%84%3.18%1.94%5.12%
Apr-0622%85%3.19%1.79%4.98%
May-0620%87%3.03%1.68%4.71%
Jun-0619%88%3.12%1.61%4.73%
Jul-0618%85%2.77%1.57%4.34%
Aug-0617%89%2.75%1.35%4.10%
Sep-0618%88%2.86%1.38%4.24%
Oct-0620%86%2.76%1.43%4.19%
Nov-0621%87%2.88%1.42%4.30%
Dec-0622%86%3.05%1.04%4.09%
Jan-0722%85%3.09%1.05%4.14%
Feb-0721%85%3.13%1.15%4.28%
Mar-0722%85%3.36%1.22%4.58%
Apr-0720%88%3.46%1.19%4.65%
May-0720%87%3.53%1.23%4.76%
Jun-0719%87%3.62%1.23%4.85%
Jul-0720%88%3.72%1.26%4.98%
Aug-0720%87%3.93%1.27%5.20%
Sep-0718%87%3.86%1.30%5.16%
Oct-0718%88%3.60%1.30%4.90%
Nov-0718%89%3.71%1.42%5.13%
Dec-0715%90%3.74%1.46%5.20%
Jan-0814%90%3.69%1.49%5.18%
Feb-0814%90%3.13%1.44%4.75%
Mar-0814%90%2.92%1.40%4.32%
Apr-0814%90%3.00%1.44%4.44%
May-0814%88%3.29%1.43%4.72%
Jun-0815%88%3.53%1.47%5.00%
Jul-0814%87%3.94%1.50%5.44%
Aug-0814%88%4.27%1.47%5.74%
Sep-0815%87%4.29%1.47%5.76%
Oct-0814%87%3.92%1.36%5.27%
Nov-0813%88%4.13%1.38%5.51%
Dec-0814%89%4.17%1.35%5.51%
Jan-0914%88%3.64%1.24%4.88%
Feb-0916%88%3.68%1.22%4.90%
Mar-0915%88%3.73%1.24%4.98%
Apr-0914%89%3.80%1.22%5.01%
May-0914%91%3.51%1.20%4.68%
Jun-0915%90%3.04%1.02%4.06%
Jul-0917%91%3.35%1.11%4.46%
Aug-0916%90%3.19%1.13%4.32%
Sep-09
Oct-09
Nov-09
Dec-09
Sheet1
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
000
Long Term Absence
Short Term Absence
Combined Absence
Date
Percentage
Absence
Sheet2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Turnover
Date
Percentage
Sheet3
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Stability
Date
Percentage
-
Kensey a sister company is the control site
Data collected on-site at regular intervals with responses exceeding 80%
Robust data collected to demonstrate validity of investment in health promotion within the workplace
Non-covert researchers in the bakery
Qualitative data demonstrates how the project has significantly improved Ginsters staff collaboration and morale
Ginsters have moved from last place in the group of 15 companies to 1st place in this years Employee Satisfaction Survey
IIP Assessors Summary Phenomenally successful audit
These results have also been compounded by better retention of staff ensuring that Ginsters are an employer of choice
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Employee Engagement
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Defining Employee Engagement Drivers of Employee Engagement Links to Investors in People frameworkLearning from others
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Defining employee engagementan approach designed to ensure that employees are committed to their organisations goals and values, motivated to contribute to organisational success and are able at the same time to enhance their own sense of wellbeing
Engaging for Success: enhancing performance through employee engagement by David MacLeod and Nita Clarke
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Your job as a manager is to make your people be the best they can be and usually they dont know just how good they could be. Its individuals that make the difference. Alan Jones, Toyota UK
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Characteristics of engagementIt is measurable It can be correlated with performance (including better financial performance, innovation levels, customer service and employee wellbeing, as well as lower absenteeism)Whilst levels vary from organisation to organisation employers can take action to increase peoples levels of engagement
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Drivers
Leadership which maintains a strong, transparent and explicit culture and makes a clear link between the overall vision and direction of the organisation and employees rolesManagers who treat people as individuals, recognise contribution and offer clarity of purpose. As a result people feel valued, equipped and supported to do their job
Employees are encouraged to give their ideas and be listened to both at the level of their individual job and department
The belief among employees that the organisation really lives its values resulting in trust and integrity
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Measurable benefitsCompanies with high levels of employee engagement improved 19% in operating income while companies with low levels of employee engagement declined 33% (2006)Engaged employees in the UK take an average of 2.69 sick days per year; the disengaged take 6.19 Engaged employees are 87 per cent less likely to leave the organisation Companies in the Best Companies to Work for in the period 2004 2008 increased their turn-over by 94 per cent and their profits by 315 per cent
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Investors in People and employee engagementChain of impactAdjust practice FlexibilityCo-operationTrustEngagement Adapt to changeIncrease financial performance
IIP has had a major impact on improving workplace performance and in enhancing employees experience, as research from Cranfield School of Management has shown
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BarriersAlthough adopting employee engagement strategies is challenging for firms at this juncture, actually its more important than ever. It will be hard to get through the recession without engaging your workforce.David Yeandle from EEF, the manufacturers organisation
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Barriers
Leadership unaware of concept or unconvincedDont know where to beginAfraid of feedbackPoor leadership and management skills
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Creating a culture of engagementWorking together on your tables and using the prompt sheets:
What does your organisation do?What practice can you share?The strategies and processes you have in place that would meet the requirements Consider what your organisation might do better
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ROLL OF HONOURInvestors in People for over 15 yearsThe Barden Corporation (UK) LtdInvestors in People for over 10 yearsAchievement TrainingThe Big SheepGinsters Met OfficeAudit Commission
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ROLL OF HONOURInvestors in People Silver Status
Plymouth College of Art Investors in People for over 10 years & Silver Status South Hams District Council Investors in People Bronze StatusSpecsavers Okehampton & Launceston Investors in People for over 10 years & Bronze Status Careers South West
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THANK YOU
Next dates for your diary:11 January 2010 Plymouth25 March 2010 FalmouthTopic: Leadership & Management
Welcome
Housekeeping:Fire directionsCloakrooms
Theme for today employee engagement
Agenda(arrangements for photographs)
Engagement can be a key to unlocking productivity and to transforming the working lives of many people for whom Monday morning is an especially low point of the week (except of course for today!!) (for Plymouth only). A blindingly obvious but nevertheless often overlooked truth is that how the workforce performs determines to a large extent whether organisations succeed.It then follows that encouraging the workforce to perform at its best should be a prime consideration for every leader and manager, and be placed at the heart of business strategy. For Toyota, this approach is not based on altruism but the firm belief that the most valuable asset the company has is its people, and that enabling them to have an intellectual and emotional relationship with their work, is the key to continuous product and productivity improvement from the shop floor to the boardroom.
Real benefits Engaged take less sick days (2.69 engaged v 6.19 non-engaged)70% of engaged say they have a good understanding of how to meet cusotmer needs (17% non-engaged)87% less likely to leave orgThey advocate their organisation 67% v 3%REAL BENEFITS TO ORGANISATION BUT ALSO TO INDIVIDUAL Better psychological wellbeing Increased motivation and productivity levelsHappy at work Low engagement = more stress, poorer health reported and this spills outside the workplace of course
Those familiar with IIP framework will notice a familiar sound to these drivers.They are all integral to the IIP framework. the org has a vision, purpose, strategy and plan people know how their role fits into this people are encouraged to contribute their ideas structure makes the most of peoples talents managers are effective there is a culture of openness and trust people believe they can make a difference people believe their contribution is valued
Here are just some of the benefits reported in the report.
Fifty-nine per cent of engaged employees say that their job brings out their most creative ideas against only three per cent of disengaged employees. (Gallup)
Seventy per cent of engaged employees indicate they have a good understanding of how to meet customer needs; only 17 per cent of non-engaged employees say the same
The results of a schools survey by West Berkshire Council found significant correlations between staff attitudes and pupil attainment.
And at a local level.
Somerset County Council invested 510,000 in a stress management programme which led to Sickness absence levels dropping from 10.75 days per employee per year to 7.2 between 2002 & 2005, amounting to a total saving on sickness absence of 4.2 million. The main drivers of engagement are clearly very closely aligned to the Investors in People framework and it is no surprise that the outcomes reflect the findings of research by Cranfield School of Management on the impact of Investors in People recognition. Indeed the report itself recognises this In addition the study finds that the more an organisation embraces Investors in People principles the stronger the impact on financial performance.
An engaged employee experiences a blend of job satisfaction, organisational commitment, job involvement and feelings of empowerment
SMEs particularly find engagement hardL and M is main cause in eyes of report authorsPeople leave their manager more often than they leave their job
4 main barriers identified:Some leaders are not aware of employee engagement. Others do not believe that it is worth considering, or do not fully understand the concept and the benefits it could have for their organisation. Many company leaders described to us the light-bulb moment when an understanding of the full potential significance of employee engagement dawned. Tesco Chief Executive Terry Leahy has recorded his reaction when he realised that the company knew more about its customers than it did about its employees,
Others who are interested in the topic do not know how to address the issue (dont confuse wishful thinking with action!)Even when leaders place great emphasis on the idea of employee engagement, managers may not share the belief, or may be ill-equipped to implement engagement strategies. As a result the organisational culture is unable to deliver engagement.
For some, engagement is an annual staff survey whose results may be acted on; for others a survey is no more than one tool in an overall approach that places employee engagement at the core of the organisations strategy.
The risk of listening is that you may hear things you dont want to hear.Poor management skills in dealing with people lie behind many of the factors of disengagement. As more than one person reminded us: people join organisations but they leave managersIIP as practical resource/guide. Aim is to help people make a start and draw to IIP. Engagement as a goal in itself but also required to meet organizational aims and ambitions
Introduce Employee Engagement ActivityUse the templates in your packs select a number of requirements from the IIP framework to discuss. Share what you currently do; seek ideas to solve current problems you face.Be prepared to feedback an example to the wider group.
The aim is transactional engagement where employees are at the heart of strategy development and of delivery. The insights of the front line, for example, constantly inform the development of the strategy, ensuring it is market responsive. The insights and ideas of employees, wherever they work, about how products and services can be improved, are harnessed, listened to and acted on. Employees views about the organisation or service as a whole, are regularly sought, and identified improvements acted on. SUGGESTIONS
Be visible if employees dont see you, they wont trust or believe in you. Whatever the size and scope of your organisation, you need to build your profile with them, by walking the floor, penning articles or seeking viewsKeep talking strategy the more you can talk about the direction of the company, and stress the role that each individual employee has to play, the more your people will feel part of the journey Put change into context change can be unsettling and disruptive. Help people understand why a change is needed, how it will take place, and what it means to them. Dont assume people know or understandCommunicate, communicate, communicate every action, or lack of action, sends a signal to your people. A constantly closed office door, a low profile or simply failing to seek feedback suggest that a manager doesnt value employees. Constant communication with your team(s) is vitalEncourage collaboration help team members work together and build common purpose. Discussion forums, brainstorming sessions and social media tools can all play a part Recognise success show genuine appreciation for good work and improvement. Research frequently highlights the importance of praise for a job well done and a clear and fair strategy to show peoples contribution is recognised and valued will pay dividends Invite ideas theres no monopoly on good ideas; some of the best innovations and improvements come from people at the sharp end of the business. Encourage your people to provide input; suggestion boxes, open mic spots in meetings and more formal ideas schemes can all play their partSeek and respond to feedback engagement is a two-way process; gaining feedback from employees and acting upon it is as vital to your credibility as maintaining your profile. Approach employees informally, consider Q&A sessions over a sandwich or even running topic-based surgery hoursArticulate the values communicating what the organisation stands for, and role modelling desired behaviours, is the first step. All employees need to know whats required and see this happening at every level Get the right systems in place as the MacLeod Review highlights, theres no point declaring your commitment to the environment if there are no recycling facilities in place. Make sure practices support your principles. Use rewards and sanctions identify and celebrate proof points, where employee behaviour is delivering your values in practice. And make sure that inappropriate actions, running contrary to the values, are dealt with rapidly