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Engaging for success: Enhancing performance through employee engagement Case Study Telefónica O2 UK The seven point People Promise outlines O2’s commitment to creating the best possible employee experience. It promises its people a warm welcome, providing a full induction programme and welcome day for all new starters. People are given the opportunity to get on. Everyone forms a personal development plan with their manager and talks through their career goals at least twice a year. People can learn new skills by applying for a matched contribution Learning Scheme or by using the online academies which offer training on a broad range of subjects. O2 wants to create a workplace where people trust their senior managers and their line manager. It invests heavily in the leadership skills of its managers, affirming your manager will be there for you. O2 people are trusted to do a great job. They’re encouraged to suggest new ways of doing things in advisor forums, manager forums, skip level meetings and Ignite, an online system enabling advisors to capture customer insights and share their own. O2 wants to be a great place to work. In the current economic climate, it is focusing even harder on looking after its people, improving its total reward offering by introducing new flexible benefits and a broad range of discounts with high street retailers. Vielife, an online health and well-being programme, helps people manage their sleep, nutrition, stress and physical activity. And O2 Confidential offers free 24hr advice on issues including benefits, debt, housing, and other financial matters. O2 people should feel part of something special. For example people are encouraged to volunteer for charities and may be afforded time out for their chosen projects. And they can apply for awards or refer friends and family under the It’s Your Community programme, which gives grants of up to £1,000 to community projects all over the UK. O2 says thanks for a job well done, praising its people and giving them recognition for their work. A new scheme launching this year will highlight outstanding individual and team contributions to strategic goals, offering people high street vouchers and the chance to attend a glittering annual ceremony. 62
Chapter 2: The Case for Employee Engagement – The Evidence Head of Employee Involvement and Experience, Kay Winsper, says: “We want to create an employee experience that appeals to people’s emotional and rational commitment. So not only will our people feel proud to work at O2 – and part of something really special – they’ll know it makes financial and professional sense to stay here.” “Working at O2 has many advantages,” says Account Manager, Nico Versluys. “One thing that really stands out at the moment is the help and support we get from the management team. They’re really listening to their people. They want to know how they can make our working lives better so we in turn can deliver a better service for our customers. I feel we can all have a say in the future of O2. That’s something I’ve never experienced before and certainly never expected to feel in such a large company.” Case Study Red Gate Software Red Gate Software is a small Cambridge-based software company which produces ‘ingeniously simple’ software tools for database professionals. They have a low staff turnover rate which they believe is due to the fact that they base their relationships with their staff on communication and trust. They are a rapidly growing company, which has nearly doubled in size over the last two years. In order to maintain high levels of engagement and communication, they have recently taken the relatively simple step of installing a new staff restaurant so that their expanding numbers of staff have a place to relax and interact with new people, breaking down barriers and facilitating effective teamworking. Red Gate believe strongly that the key to successful engagement is through creating a great culture for people to work in that brings out the best of their creativity and potential. For Red Gate, engagement is an ongoing, ceaseless, challenge for everyone in the organisation, helping people get the best out of themselves, making them grow, and creating a working environment which is flexible and encourages great work. As one Red Gate employee states: “I’ve seen more than one person join the company with a fairly low-key, even slightly cynical outlook, only to become one of the company’s greatest champions and cheerleaders. That is a real achievement and shows that there’s something real going on beneath the ‘we invest in people’ mantra.” 63
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