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Engaging for success: Enhancing performance through employee engagement Stockport Council Suma Workers Cooperative and Cooperatives UK Ultra Electronics Unison Media Engagament Wakefield College Wates Group York Management Tool Frank Fielding Bob Cannell Keith Thompson Gill Weston Karen L Sykes Prof Andrew Pendleton Alasdair Fraser Doug Shaw Eamon Wadley Ian Buckingham Sharon O'Dea Tasha Reilly 134
Annexes Annex D Extracts from the MacLeod Review regional discussions Below is not a summary of discussions, but rather highlight particular issues raised at the event. Scotland event The Scottish event, held jointly with CIPD, was extremely productive. There was much discussion around not just employee engagement but also organisational structures, with some consideration of how systems thinking and LEAN were relevant to the Review. Some of the delegates believed that the barriers to engagement included overcomplicated employment law, as well as the fact that some organisations only looked at the purpose of the organisation from the customer’s point of view. Delegates were wary of involving government too much in this area for fear or further legislation, however they also believed that recommendations should include raising the profile of HR and offering clear and direct support to organisations. Wales event The roundtable discussion in Cardiff highlighted the emphasis that is being placed on employee engagement in the public sector. Work has been taken forward by the Welsh Assembly Government’s Wales Public Services Workforce Forum and by the University of Glamorgan to consider the implications of an engaged workforce in Welsh public services, in order to understand and measure employee engagement in the public sector and identify examples of good practice. During the course of roundtable discussions, it was recognised that there was not a shared understanding of employee engagement; that engagement means different things to different organisations, and also to the different players such as business leaders, employees, trade union representatives and HR professionals. Participants felt that without a shared understanding within an organisation of what engagement means, it is very difficult to achieve. Structured employee voice and/or partnership working with trade unions were recognised as a key component of effective engagement. Engagement as a means of reducing the costs of staff turn over was seen as one of the most important benefits for many organisations, particularly SMEs. Engagement was also seen as a potential solution for organisations with unusually low levels of staff turnover as a means of keeping staff motivated and invigorated. There was a general sense that employee engagement was beneficial to organisations, but much confusion about how and where to start. There was an agreement that trust was a key aspect of engagement, without it quality could not be achieved. 135
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Engaging for Success: enhancing per
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Foreword by Secretary of State This
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Chapter 2 The Case for Employee Eng
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Chapter 3 The Barriers to Engagemen
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Chapter 4 Enablers of Engagement -
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