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Engaging for success: Enhancing performance through employee engagement The learning partnership has seen over 1,000 members of staff undertake a wide variety of courses. In particular literacy and numeracy skills have been improved as well as basic IT skills, and all partners believe it has been significant in breaking down barriers to learning. The project now aims to expand its horizons by offering financial advice and support, working with the Financial Services Authority, Blackpool Council and a local credit union. The trust won the Healthcare People Management Association (HPMA) partnership award in 2008. Case Study Broadway Broadway is a small charity providing a range of services and support to homeless people. It employs 180 people in London. Competition for service contracts and talent is fierce in the social care sector, and so Broadway have invested in their employment offer and HR practices to attract the highest quality people, who are looking for engagement at work, and given them the freedom to deliver quality services. Broadway gathered data from its staff survey and bench-marked it against 13 other homelessness charities. Broadway scored highest in 9 out of the 11 categories and achieved the highest organisational score for engagement.They have also been listed in the Sunday Times 100 Best Small Companies for the last three years. Broadway places a lot of emphasis on only recruiting people who are willing to be engaged, and have developed recruitment processes that identify those people. Employees are offered challenging work and the autonomy and flexibility to improve the services they deliver. Broadway has flexible working practices and staff are trusted to manage their time effectively. However, Broadway ensure that all staff understand the organisation’s values and standards, and that they have clarity on what is expected of them. Staff are given the information they need to do their jobs well, and 80 per cent agree that they have plenty of ways to feed their views up the organisation. The result is quality services that are rated highly by clients, and a reputation as an employer of choice. Eighty-one per cent of clients said they were fully satisfied with Broadway’s services in 2008 and demand for jobs continues to be considerably higher than for other charities. 20
Chapter 1: Employee engagement – what, why and how Case Study ROK (previously EBC) In 2000, Garvis Snook joined a building company in trouble following the 90’s recession which had hit the construction industry particularly hard. EBC employed 600 people, had a turnover of £85million, was running at a loss of £2milllion a year and was on the point of going bust. The company had always been run on a command and control basis with a ‘them’ and ‘us’ attitude not just between the board and the staff but between the managerial staff and the trades people on the front line. Garvis Snook changed all that with a complete transformation of the company ethos which centred on creating a shared vision of EBC, now renamed Rok, as your ‘local builder’ offering exceptional customer service. Garvis introduced the same terms and conditions for both blue and white collar staff, incentivised good performance and asked those delivering on the front line to input their views into how things could be done better. This was not an easy journey and success was hard won. But the results have been outstanding. Rok has seen growth in turnover from £85 million in 2000 to £1 billion in 2008. The workforce has grown from 600 to over 5,000. In an industry which expects to make returns of about one per cent from subcontractors, Rok is making around six per cent from deploying its direct workforce. They have a committed, highly skilled and loyal workforce and a long waiting list of people wanting to join the company. Garvis Snook says: “When I started this journey people thought I was mad and the Board were not universally enthused. But I knew that without getting the workforce fully engaged and committed the company would die. Instead of which it was reborn.” Case Study Department for Work and Pension’s State Pension Forecasting and Pension Tracing Service Unit The State Pension Forecasting & Pension Tracing Service Unit at the Department for Work and Pensions (DWP) is responsible for providing forecasts of individuals’ State Retirement Pension when they are approaching pensionable age. They also offer a private pension tracing service for individuals who have been in a private pension scheme but have not retained links with the scheme. The unit deals with clerical applications and telephone queries through its Call Centre in Newcastle. 21
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