The Employee Engagement Event September 9

MANNERS &
MURPHY
The
Employee Engagement
Event
September 9, 2014
10/09/2014

Thanks to our sponsor
10/09/2014

The Line-up
• 8.55am - Welcome to the event
• 9.00am – Keith Hatter – Why Engagement doesn’t mean
high performance
• 9.45am – Roger Gorman - Profinda
• 10.30am – Interval
• 10.45am - Maria Boucher – Integrating acquired talent:
Cultural alignment and change management.
• 11.30am – Cathy Brown – Employee Engagement
• 12.30pm - End
10/09/2014

Welcome
• Follow us @MannersMurphy – 20,000 Followers
• Tweet about the event #EmployeeEngagement
• Join 800+ HR professionals @The Employee
Engagement Forum on LinkedIn
• The Employee Engagement Awards Prize draw
• All slides will be available after the event on SlideShare
10/09/2014

Why engagement doesn’t
mean high performance
Keith Hatter
helping the corporate world to think, prepare and perform like elite athletes

engagement,
performance &
…because talent is not enough
motivation

the high performance
mindset

what does great to look like?
• structure of performance
• feedback on environment, role modelling and
coaching
• encourage responsibility
• deal with poor performers
• don’t disengage

thanks
keithh@planetK2.com
+447831 704319
www.planetK2.com/blog
www.theperformanceroom.co.uk
twitter@planetK2

Copyright © 2010 Boeing. All rights reserved.
7
Digi-trends

1. The World is Flat

2. Collaboration
Matt Ridley

3. Crowd Sourcing + Peer to peer + Algorithms + Computation Social Science +
Trust
Algorithms Trust Crowd Sourcing

3. Crowd Sourcing + Peer to peer + Algorithms + Computation Social Science +
Trust

4. B2B vs B2C

2. Jan 2012 - 11.7 million unique U.S. visitors.
3. Fastest site to break through the 10 million
1. 1. 188.7 Launched million 2010.
blogs
2. 83.1 billion posts in total
3. Over 90 million posts created each day
unique visitor mark.
2013:
1. Tagged five billion songs
2. 250 million users
3. 2 million active users per
week
5% vs 75%

5. Knowledge

Explicit Knowledge
Data, CRM, Documents, Files
Tacit Knowledge
Experience
Thinking
Competence
Commitment
Deed
Network
Insight
Instinct
1-2%
98-99%

PHASE 1: Explicit PHASE 2: Implicit
Timesheets
Chat Forums
Performanc
e & HR
tools
Smart
algorithms
Project
Prospecting
CRM
ATS

Richard Bartle
6. Personas

7. Tribes of Attitude

Stage 1 “Life Sucks”
+ =

Stage 2 “My Life Sucks”

Stage 3 “I’m great”

Stage 4 “We’re great”

Stage 5 “Life is Great”

Attitudes matter
The right insight, the right time
They give,
share and
change the
World. 2% 74
%
Level 2
25%
Level 3
49%
Level 1
Level 4
22%
Level 5
Gang culture
2%
“My Life
Sucks. I’m
not helping.”
25%
I’m great and
you’re not”.
Political
fighting. 49%
“We’re
great and
our value
begin to
unite!” 22%

Connecting The 7
1
Discovery
Engine
3
Recognition
& motivation
2
Matching
Technology
Relevance is key Engagement is optimised
The right insight, the right time

Integrating acquired talent: cultural
alignment and change management
M&A: Culture & Change Management Framework
Development & Implementation
Maria Boucher
Employee Engagement event
London, UK
September 9, 2014
BOEING is a trademark of Boeing Management Company.

Agenda
• Boeing: overview
• Employees and Change process: business outcomes
• Small Tech Case Study
• Role of HR: discussion
Copyright © 2010 Boeing. All rights reserved. 34

The Boeing Company Overview
Founded in 1916 by William E. Boeing in
the Puget Sound region of Washington state
The world’s largest, most diversified
aerospace company
Total revenue in 2013: $86.6 billion
Customers in 150 countries
Over 170,000 employees in 50 states and
70 countries
35

The Transition Process:
The Human Dimension
Uncertainty
Excitement
Anticipation
Confusion
Curiosity
Frustration
Reservation
Anger
Denial
Wilderness Zone
Commitment
Accomplishment
High Energy
Learning
Adapted from Managing Transitions, William Bridges and Kubler Ross
Creativity
Innovation
Anxiety
Resistance
Confusion
Awkwardness
Emerging
Relief
Unsure
Ambivalence
Letting Go
Skepticism
Adapting to change is a process, which involves stages of transition with
each stage having both positive and negative reactions
Fear
Exploration
Resistance
+
-

Culture component in Boeing M&A process
Strategic
Assessment
Deal
Definition and
Preparation
Negotiation
Integration
Preparation
& Closing
Integration &
Post-Closing
Assessment
Brief
transaction
team - what
to look for
Update DD
lists w/
insights
Brief deal
team on
learnings
Brief
integra-tion
team
on
insights
Align
cross-functional
priorities
& Identify
actions to
include in
integration
plans
ALS:
Adapt
leading
change
section
to Target
Communi-cation
plan
shaped to
address
change
management
& employee
engagement
ID high
impact org
attributes
Assess gaps
& synergies
Inform talent
retention plan
Build more quantifiable results deal over deal
Public Records
News Releases
Annual Reports
Deal Team
Members
Early identification of
high impact culture fit
gaps or synergies
Compile
information
from DD
Workplace
Assess-ments
–
metrics
established
linking
employee
experience
Early data gathering
Define culture focus for
Due Diligence
Internal alignment on
degree/extent of change
required
Work with Integration team to prepare
for effective change management
Implement

Small Technology Case Study
 Acquisition of small company (“Small Tech”)
 Piloted cultural assessment tool on both Small Tech and the
acquiring business segment
 Fully integrated into a segment of an existing business unit
 Existing workforce provided input to integration process
 Initial feed back has been positive
38

Culture Definition
Values
• What is important to us as
an organization
Beliefs
• Common language &
understanding of where we
are going and how we will
get there
Behaviors
• How we make
decisions…the way we
conduct the day-to-day
operations of our business
Strategic Alignment Implementation
Building the Plan Working the Plan
Cultural Insights Provide Organizational Learning for Value Creation

M&A Phase 1 – Early Data Collection
Indicators
of Gaps &
Synergies
Data Collection –
Identification of High Impact
Indicators of Gaps & Synergies
40

M&A Phase 2 & 3 – More In-Depth Culture Assessment
Due Diligence Data Collection –
Identification of High Impact
Indicators of Gaps & Synergies

Summary: Side-By-Side Culture Assessment
Indicators of Highest Impact during Integration
SmallTech Culture Element Boeing Business Unit
Vision/Mission (short-term ) with lack of
visibility on how employee goals are aligned
to the organization goals
Clarity of Vision, Mission, & Job
Strategy Alignment across
workforce
Vision/Mission (longer-term) with clear goals &
measures for employees at all levels (in
performance management process)
Budget Planning (short-term), R&D access
to employees, Processes/Procedures
implemented with low complexity. R&D a
significant piece of company overall effort
Organization Structure &
Complexity
Budget Planning (long-term) & R&D limited access,
Processes/Procedures deeply engrained in culture
Top down decision-making style with
specific ‘titles/roles’ authorized to make
decisions & communicate expectations.
Communication throughout the organization
is verbal/frequent/informal
Leadership, Communication,
Decision-Making Style
Decentralized decision-making. Specific roles in
organization have more authority to make business
& contract decisions. Workforce empowered
through EI Teams
Org Level – No indication of direct business
performance measures aligned to plan
Employee Level – Goals are set as teams
on project goals
Performance Measurement &
Accountability
Org Level – Business Performance tied to LRBP
Employee Level – individual BGOs & Salary Review
Mgr engagement scores tied to employee survey
Company driven incentives & stock options
for all employees. No formal programs for
individual performance rewards in place
Rewards and Recognition Company driven incentives.
Formal reward/recognition programs for individuals
& teams (pride @ Boeing, cash awards)
Summary Page 1 of 2
Example

Summary: Side-By-Side Culture Assessment
Indicators of Highest Impact during Integration
Example
Small Tech Culture Element Boeing Business Unit
Recruit, select, & promote for deep subject
matter & technical expertise. Less informal
processes for hiring, selection and promotion
compared to Boeing Business Unit.
No formal succession plans
Talent Acquisition
& Development
Talent pipeline focus with emphasis on knowledge
transfer ,mentoring, succession plans. Recruit, select,
promote those with longevity & general knowledge
experience in field. Process-driven selection through
skill teams. Employees have ‘assigned & enrolled’
reporting structure across functions & business
No formal employee survey. Engagement
occurs through customer interactions and
bringing new ideas forward
Engagement Engagement Survey administered by Employee
Relations. Managers receive engagement scores, as
result of survey. Leaders expected to develop &
engage employees through ‘on the job’ experiences
Proactive with customer on new ideas and new
product lines. Engineering talent engaged in
sales & customer. Agile response to market
changes
Innovation Focused on market-based affordability, methodical,
customer requirements (contract-driven). Leadership
open to new ideas from employees. Somewhat
reactive response to market changes
Summary Page 2 of 2

Recommended Actions
for Cross Functional Integration
Culture
Elements
Linkage to
Value Drivers
of the Deal
Recommended Actions ‘Potential’
Functional
Partners
Sponsor /
Leader
Clarity of Vision,
Mission, & Job
Strategy Alignment
-- Leadership &
Communication
Provide an
integrated,
technology
solution
Include in Communication Plan.
Shape key messages to enable workforce
alignment of vision, mission, goals.
Include: what is changing & why? & how will
employees be engaged in the change?
Deploy both manager-focused & employee-focused
communications
Comms Function &
BU LT, Small Tech
Communications
BU Leader
Organization
Structure &
Complexity --
Decision-Making
Deliberate
retention of key
technical
personnel
Focus on the Customer Experience &
Empowerment (Locally). Some major process
areas of most impact – Supplier Mgmt,
Contracts, & Hiring Processes. Clarity on
decision authority, contractual processes, roles
Business Ops,
Supplier Mgmt,
Human Resources
BU Leader/HR
Talent Acquisition,
Development, &
Engagement
Deliberate
retention of key
technical
personnel
Focus on knowledge transfer & mentorship.
Maintain balance of external recruitment with
internal development & progression aligned to
culture of both companies. Create/Implement
an employee engagement plan focused on the
‘employee experience’ & customer focus. Link
engagement plan to productivity goals.
Leverage innovation through engagement
Human Resources,
Engineering,
Communications,
Employee Relations
BU Leader/HR
Innovation Develop & IP
portfolio
Focus on Growth & Productivity – address R&D
access, customer & supplier engagement, new
product lines & market based affordability
Business
Development,
Engineering
Engineering Lead
Performance
Measurement &
Accountability
Deliberate
retention of key
personnel
Align & Communicate through Performance
Management Process
(Communication/Awareness in 2Q to Managers)
Human Resources, &
Management Team

Current Challenges and role of HR
 Access to information
 Pre-existing relationships
 Leadership buy-in
 Operating rhythm
 Lead/manage/support
45

WHAT IS ENGAGEMENT &
WHY SHOULD WE BOTHER?
>11/05/13 >3

3
THE BIGGER PICTURE
The context for WHY Employee Engagement is
critical
The 20th Century model was ‘Business as Usual’.
MAKE EFFICIENT – aligned but not engaged, central
direction, command and control.
26/11/13

What is Engagement?
‘A workplace approach designed to ensure that employees are
committed to their organisation’s goals and values, motivated to
contribute to organisational success and able at the same time to
enhance their own sense of wellbeing.’
50
Professor David Guest
OR, IN OTHER WORDS…….
‘It’s all about the people!’

THE EVIDENCE FOR
ENGAGEMENT
10/02/13
52

Employee Engagement:
The Evidence
CEOs call on UK to deliver
GDP growth
by better engaging
employees at work.
A high-level task force of some of the
UK’s most recognisable organisations is
calling for every leader and manager
across the economy to play their part
in tackling the UK’s employee
engagement deficit.
Analysis of the evidence shows that:
Only around a third of UK employees say they
are actively engaged at work.
20 million workers are not delivering their
full capability or realising their potential at
work.
of people said they have more to offer
in skills and talent than they are currently
being asked to demonstrate at work.
UK productivity was 20% lower than the rest
of the G7 in 2011.0

Statistics and Case Studies
REVENUE
GROWTH
Organisations in the top
quartile of engagement scores
demonstrated revenue
growth 2.5 times greater than
those in the bottom quartile.
CUSTOMER
SATISFACTION
Companies with top
quartile engagement
scores average
12% higher
customer advocacy.
PROFIT
Companies with
engagement
scores in the top
25% had twice the
annual net profit.

PRODUCTIVI
OTrYganisations in the
top quartile of
employee
engagement scores
had 18% higher
productivity.
INNOVATI
5O9N% of engaged
employees said that
their job brings out
their most creative
ideas.
EMPLOYEE
CToUmRpaNnOieVs wEiRth high levels of
engagement show turnover rate
40% lower than companies with low
levels of engagement.

EFFICIENCY
An insurance company found that teams with
higher engagement had 35% less down time
between calls – equivalent to one ‘free of
charge’ employee to every eight employees.
HEALTH &
OSrAgaFnEisTatYions with engagement in the bottom
quartile
average 62% more accidents than those in the
top.

THE FOUR ENABLERS OF
ENGAGEMENT
10/02/13
57

THE FOUR ENABLERS OF ENGAGEMENT
58

WHAT HAPPENS IN THE REAL WORLD?
Organisations approach engagement in all sorts of
different ways
Capacitas - a small company, voted best place to
work for graduates this year
- a fun environment
- a mix of learning, guidance and tolerance
- going with a gut feeling of what works
Royal Borough of Kensington & Chelsea
- plans on the back of a survey
- big all hands events to help people contribute
- challenges with merging with other boroughs
Imperial College Hospital, Sheffield University
- leadership training is key focus
- wide business training, looking at many areas
59

A big corporate - challenges around scale, how to make is personal, how to involve
everyone, how to keep things fresh and alive
New Ideas
Workfit
Lean
Volunteering
Flexible working
New approach on the go now - very interesting!
60

Great case studies to go and look at via Engage for Success:
Marks and Spencer - using a commitment approach to engagement
The approach is moving away from an action plan that gets filed away to an honest,
transparent way of working
“Engagement is now our sole people KPI for our business and has equal weighting to
sales. We have seen our engagement scores increase year on year for the last 6 years”
The Department of Business, Innovation and Skills - creating the BIS story
Needing to address the staff feedback of too much clutter in communications, and the
realisation that BIS wide messages were not getting through, managers and staff came
together to create the BIS story
“The highlight was the BIS Story festival where staff presented their team stories
depicting the part they played in the BIS Story to colleagues across the Department.”
61

What gets in the way?
>8
‘Spare me
another ****
HR/comms,HQ
initiative’
‘We’re too
busy for that!’
‘Don’t you
know there’s a
recession on?’
‘We’re brilliant
‘I’ve not got
already! We don’t
need to change’
time for the soft
and fluffy stuff’
‘That won’t
work here’

What else gets in the way?
Command and
control – it’s
easier!
>8
Leader behaviours
don’t model the
values
Too impatient –
this needs time,
application,
relentless focus
Micro-managing –
it’s stifling and
drains everyone’s
energy
People skills for
the line – this is
tough, they may
need help
Not sharing good
practice – where
it’s working,
showcase and share
Survey & event
based,
transactional

What can YOU do?
Easy ways to start building a better place to work:
• Say thank you!
•Be VISIBLE and accessible - open the office door, go and talk to
people
• Accept that it’s more emotionally demanding
• Starting working on your own self awareness - none of us are perfect!
• Good leaders welcome challenge, they don’t close it down
>4
4

GET ENGAGED!
10/02/13 Engage For Success 2013
65

THANKS TO OUR SPONSOR
10/09/2014

MANNERS &
MURPHY
The
Employee Engagement
Event
September 9,, 2014
10/09/2014

The Employee Engagement Event September 9

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