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Chapter 5: Recommendations<br />

Sector Skills Councils, and Acas together with representatives of those using these<br />

services, including the FSB and EEF.<br />

15 Higher education institutions also have an important role in extending engagement.<br />

Business Schools in general and some specific schools in particular have made<br />

significant progress in developing people management and leadership approaches<br />

and we look forward to engaging with them on what more could be done.<br />

16 We were impressed with the LEAD programme at Lancaster University, a ten-month<br />

leadership and management development programme which has been specifically<br />

designed for owner-managers of small to medium-sized businesses. The programme<br />

concentrates on two areas: the business itself and the personal development of the<br />

owner-manager.<br />

Recommendation three: Increasing support<br />

17 During the course of the review we heard many requests for improving the quality<br />

and quantity of support available for those who want to develop engagement.<br />

Practical proposals included:<br />

●● Ability to visit workplaces that are achieving high levels of employee <br />

engagement;<br />

●● Ability to access evidence and emerging evidence of the drivers of employee<br />

engagement;<br />

●● Coaching from those who have done it;<br />

●● Ability to listen, possibly on-line, to line managers and leaders who have been<br />

through the journey of enhancing employee engagement;<br />

●● Hearing about specific and easily actionable ideas for interventions and events<br />

that engage employees;<br />

●● Knowledge of first class events at which those who have achieved it will be<br />

speaking;<br />

●● Networks to pool experiences and to develop new ideas to enhance levels of<br />

engagement.<br />

18 We recognise that the final list of ideas will need to be tailored to suit the specific<br />

needs of different sectors of the economy. Most importantly it needs to be<br />

developed and designed in collaboration with those who will be using it. The key to<br />

the success of such a programme will be that those who want the support and<br />

those who can provide it, collaborate to design and own the process and the<br />

outputs. We believe this will be a much more effective way of ensuring that the help<br />

meets the need.<br />

121

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