Post on 12-Jul-2015
Engagement – Managers as change agentsAl-Futtaim Motors journey of engagement
December 2014
• Al-Futtaim was established in the 1930s
• One of the largest and most progressivebusiness houses in the Middle East
• Headquartered in Dubai, Al-Futtaim operatesmore than 100 companies
• Employs over 40,000 people
OperationalDivisions
Al-Futtaim Group
Al-Futtaim Automotive Group
25,000
19
8
60%
94%
Our Video
Video
12
Why Engagement ?
Focused on Transformation
Managers as Change Agents
Localized Action and Ownership
Why Getting line managers onboard is critical to our engagementefforts.
Why
The single most important variable inemployee engagement is the quality ofthe relationship between employeesand their direct managers orsupervisors.”
70% of employee engagementand performance is driven by aperson's immediate manager.
Major Surveys Conclude
Showing care,concern and interestin people
Valuing people'sunique qualities
Giving positivefeedback andrecognition for workwell done
Encouraging andsupporting people'sgrowth anddevelopment
Setting clear andconsistentexpectations
What qualities people most value in theirimmediate managers?
Retaining theirpeople
Creating a high levelof engagementwithin their team
Higher CustomerSatisfaction andprofitability.
Managers who demonstrate theidentified qualities ?
Communicate what is expected from themas the main Change Agent
Set accountability measurement to monitorthe progress
Provide support, Training, Coaching andmentoring wherever and whenever required
Equipping Line Managers
Line managers have thecrucial responsibility ofcommunicating effectivelyleadership vision to thefront line and supportingemployees to achieve theirfull potential.
Most people who work in anyorganization report to first-line, hence the way first-linemanagers lead and managetheir employees, is a keydeterminant of organizationalperformance.
Equipping Line Managers – What is Expected !
Line Managers
Engagement Community
Equipping Line Managers – Training & Support
One on OneEngagementOrientation for NewManagers
Training onhow to createSMART PLANS
Train the Impact Planner and coach them toconduct impact planning session withManager’s team
Mentoringprogram forlow scoringManagers
Equipping Line Managers – Training & Support
Equipping Line Managers – Communicating Expectation
Communicating Clear Expectation
CSV Scores Boards
Engagement Notice BoardsSuggestion Box
Booklets
DMM Facebook Page
Newsletters
Communication Tools
Sustainability & Accountability
Driving Sustainability
Building Accountability
Strengthen Momentum
AFM measures individual accountability of Managers using the 3 questions below:
1) In my work group, we discussed the results of the last employee survey.2) In my work group, we implemented actions based on the results of the last
employee survey.3) Actions taken following the last employee survey have resulted in positive
change.
Wave 2 Wave 3 Wave 4 Wave 5 Wave 6
Accountability Index
Associate Engagement Journey
Wave 1 Wave 2 Wave 3 Wave 4 Wave 5 Wave 6