“Britain’s economic recovery and its competitive strengths in a global economy will be built on strong, innovative companies and confident employees” Secretary for State for Business innovation and Skills
foreword to independent report to Government July 2009
Engaging for Success: enhancing performance through employee engagement
The current situation
Strong companies are built through people – our task is to show senior managers how to inspire innovation and build confidence in their people.
Our experience shows that most leadership teams understand the link correlation between the why – improved business performance – and the what – an engaged workforce – but are less clear on the how – the interventions that genuinely engage their workforce to improve the performance of their business.
The lack of consistency and shared experience has led to ambiguity and cynicism on how to drive successful employee engagement. Experiences range from the HR driven approach of measurement surveys and action planning to the IC driven approach of communications campaigns and collateral all with varying degrees of success. Best practice demonstrates the need for a tailored, long-term commitment to employee engagement; it should be seen as an integral part of business strategy, not an initiative or a campaign.
Who we are
An Advisory Board to CIPR which has been created against an unprecedented backdrop of financial pressures across world markets . We recognise the need for challenging assumptions and unprecedented levels of professional collaboration on employee engagement across industry.
We are an independent group of experts with a broad range of practical experience and a proven track record of innovation and insight.
Our focus is to help shine a light on the best examples of employee engagement for those leaders and practitioners who believe “there must be more to engagement than this”, and who are ready to move to the next level.
Our point of view
We believe in an integrated, holistic approach rather than the fragmented, piecemeal approach where each function contributes a piece of the jigsaw puzzle, but with no overall picture. We see the synergies between externally focussed functions like PR and marketing, who have learned the value of taking a proactive approach to engaging with external stakeholders, understanding their issues and anticipating their needs, and internally focussed functions like HR and IC, who take a strategic joined-up approach, understanding the enablers of employee engagement and have valuable insights into the attitudes and needs of the organisation’s people.
We don’t believe in investment in employee engagement as an end to itself, we believe in the value of employee engagement as an enabler to achieving organisational goals and outcomes. We’re challenging the conventional approach and redefining engagement – from ticking the box on “employee satisfaction” or aligning employees with a fixed strategy, to involving them and realising their potential contribution to a strong, innovative company.
What we do
We work with organisations to advocate the importance of the role of leadership in engaging the enterprise, we are committed to working in partnership with other chartered institutes such as the CIPD, and the CIM to develop leadership capability in employee engagement and communications.
We share experience by focussing on lessons learned from what goes right as well as wrong. We are committed to conduct industry research, and showcase good practice, especially amongst those who may be too modest to promote themselves.
We provide thought leadership and a forum for debate, we welcome diverse views and contributions from practitioners and opinion formers that have no commitment to a party line but a shared passion for helping organisations bring their strategy to life through their people.
We inspire and mentor our members, setting professional standards and encouraging continuous professional development and the confidence to take a proactive role in building strong and innovative companies.
We influence the influencers, by creating a dialogue with key business executives and academics we develop a widely shared understanding of how true engagement can drive mutual benefit for employees and the employer.
Quentin Cowdry, Libero Consulting
Tom Crawford, British Gas
Colette Dorward, Comma
James Harkness, Harkness Kennett
Bill Quirke, Synopsis
Dr David Macleod, Institute for Government
Euan Semple, Independent consultant
John Smythe, Engage for Change
Pete Stevenson, The Edge Picture Company
Sean Trainor, über engagement