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Engaging for success: Enhancing performance through employee engagement Impressive service achievements also include the doubling of cardiac arrest survival to discharge, and the LAS is the only ambulance service to undertake region-wide direct admission for percutaneous coronary intervention 24/7. Fifty-six thousand fewer patients have been admitted to A&E over the last two years. There has also been a 30 per cent reduction in complaints. Case Study United Welsh United Welsh is a medium-sized housing association based in South Wales, which employs 130 people, has over 4,000 homes in management and a total annual turnover of £50 million. It has an excellent reputation for employee relations and was recognised as the fourth Best Workplace in the UK and the Top Not-for-Profit Workplace in the European Union in 2005 (Great Places to Work Institute in conjunction with the Financial Times). In 2001, the organisation recognised it needed to respond more quickly to change, specifically to move away from a command and control working culture to a learning and empowered culture.Working in partnership with its recognised trade union, Unison, UnitedWelsh introduced its People Engagement Model which has a people strategy and partnership working at its core. Staff at UnitedWelsh have the opportunity to be involved in the decision-making process, whilst recognising management’s responsibility to manage. In practice the majority of people are happy to be informed or consulted on issues that affect them, but the fact that they have the ability to influence decisions before they are made ensures that there is a real ‘buy-in’ and commitment to decisions made. Staff have been involved in decision-making on a wide range of issues including opening a regional office, departmental restructures and reviews of terms and conditions of employment. United Welsh would argue strongly that their approach to employee engagement through the pillars of a people strategy and partnership at work is at the heart of improvements in business performance. Tony Whittaker, Chief Executive, says: “In our experience, running the company in this way really motivates people. This in turn leads to improved services and satisfied customers, as well as increased profitability.” And this is borne out in their results: ●● Rent unpaid as a percentage of rent roll decreased from 4.4 per cent in 2001 to 1.5 per cent in 2007 ●● Rent loss (due to empty properties) as a percentage of rent roll decreased from 2.6 per cent in 2001 to 0.45 per cent in 2007 ●● sickness absence decreased from an average of 5 days in 2001 to 2 days in 2006 and employee turnover has also gone down 96
Chapter 4: Enablers of Engagement – What has to happen to make engagement work Case Study Microsoft Microsoft understands the changing nature of the work place and the move towards the new world of work, and therefore use a variety of different communication tools including: e-mail newsletters, internal web sites, blogs, webcasts, live meetings, site wide e-mail, physical notice boards, and audio visual presentations throughout their buildings. There is a strong emphasis on regular communication recognising that this cannot always be face-to-face with monthly team meetings and everyone has a monthly one-to-one meeting with their manager. As a leader in innovation and software development they use the latest technology, such as RoundTable conferencing technology and equipping everyone with a laptop, headset and the relevant software, to enable people to connect easily and effectively wherever they are and save costs as well as having a significant environmental impact. Each year Microsoft hosts a company meeting to kick off the year with a look at their most recent accomplishments and the opportunities and challenges ahead. To make viewing of this meeting as convenient as possible for all employees across the globe, the full length Company Meeting is also available via on-demand web cast. Other executives at Microsoft offer regular talks and updates such as Chris Liddell, Chief Financial Officer, who gives a quarterly ‘street talk’ on financial performance. Kevin Turner, Chief Operating Officer, gives a quarterly ‘wireside chat’ on the current performance of the business and the priorities and focus for the next quarter. These are recorded and can be viewed directly over the network via streaming or downloaded to laptops or mobile devices. The research into Microsoft’s corporate culture is an ongoing process. MSPoll, the annual employee attitude survey, is a critical checkpoint to validate how the culture is evolving. The actions that stem from the analysis of the survey results are focused to further shape Microsoft’s culture. Microsoft has been conducting employee surveys since 1994. Participation in the MS Poll survey is voluntary and all employees are encouraged to respond honestly as a means to offer opinions and affect change. Microsoft has recently undertaken analysis that shows that a correlation does exists between higher customer satisfaction scores and higher employee engagement scores across its businesses. 97
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