EMPLOYEE ENGAGEMENT Our third Employee Engagement … · Antony Robbins Director of Communications...

Our third Employee Engagement Summit to be held once again at the Victoria Park

Plaza in Central London on April 20 2017 promises to be the biggest and best yet.

With an opening keynote from former employment relations minister Jo Swinson and a mouth-watering plethora of case

study presentations from iconic brands such as Harrods, Heathrow, Thomson Reuters, the BBC, Vodafone, Nationwide,

Grant Thornton, The Civil Service, John Lewis, NHS, the Co-op and many more, delegates at the Summit will have plenty to

get their teeth into.

The 2017 Summit will also include delegate friendly interactive technology designed to encourage networking and full

immersion into the day’s proceedings. It’s an event not to be missed.

PLATINUM SPONSORS GOLD SPONSORS BRONZE SPONSORS

EMPLOYEEENGAGEMENTSUMMIT 2017THURSDAY 20 APRIL, 2017VICTORIA PARK PLAZA HOTEL, LONDON

• Employee & Customer Engagement, Links to

Performance & Profitability – Part 1 and 2

• Internal Communications and Voice of the

Employee – Part 1 and 2

• Learning & Development

• Evolution of Work

• Future of Work

• Strategy & Leadership

• Transformation & Change Management

• Reward & Wellbeing

TOPIC STREAMS INCLUDE

EMPLOYEE ENGAGEMENTSUMMIT 2017

THURSDAY APRIL 20TH 2017

QUICK FACTS

2016 SHOW HIGHLIGHTS

4PLENARYKEYNOTES

45 +SPEAKERS500+DELEGATES

SEMINARROOMS2

ROUNDTABLEFOCUS GROUPS

WORLD-CLASSCASE STUDIES

ACCREDITEDEVENT

01932 506 300 (press 1) [email protected] EngageEmployee.com

https://youtu.be/aOb8A268w68?list=PLpzfk4_mTyI2B-fgWf7zam3RaZwj3NE-j

SPEAKERS

Niall Ryan-JonesHead of Employee

EngagementHarrods

Jo SwinsonFormer Employment

Relations Minister

Rupert McNeilChief People Officer

UK Civil Service

Victoria SilvermanDirector of Innovation

Enablement, GlobalThomson Reuters

Robert LeesonHead of Service Design

and TransitionVodafone

Louisa MellorGroup Employee

Communications ManagerDS Smith

Jules HindsGlobal Head of Internal

Comms and EngagementPladis Global

Darryn AllcornDirector for Workforce and

Organisational DevelopmentNorthern Devon Healthcare

NHS Trust

Nicole FergusonHead of Staff Engagement

WWL NHS

Sharon KempColleague Engagement

Business PartnerThe Co-Operative Group

Nupur MallickDirector HR, UK & IrelandTata Consultancy Services

Michelle GrocholskyDirector, Employee

Engagement, Communicationand Inclusion

RICS

Sonya RookeHead of Organisational

DevelopmentNI Water

Andrew DodmanChief HR & Corporate Officer

University of Sheffield




SPEAKERS

Lucy StandingVice Chair

The Assoc. For BusinessPsychology

Clare MartinGroup HR Director

Jardine Motors Group

Heather MustafaSenior Project Manager

Nationwide Building Society

Cathy BrownExecutive Director

Engage For Success

Antony RobbinsDirector of Communications

Museum Of London

Jane BarrettAuthor and Career Coach

The Career Farm

Marc PhilpottDigital Communications

ManagerLV=

David WalkerChief Commercial Officer

Personal Group

Amina GrahamGroup Executive Director of

Corporate ServicesRHP

Jodie PromodHead of InternalCommunications

Grant Thornton UK LLP

Professor Moira ClarkDirector

The Henley Centre ForCustomer Management

Chloe MarshHead of Engagement &

CommunicationsRHP

Laura Stuart-BerryShared Enterprise LeadGrant Thornton UK LLP

Paula StannettHR Director

Heathrow

Gary ButterfieldCo-Founder and Executive

DirectorEveryday Juice Limited




Opening Keynote: The Purpose of WorkJo Swinson, Former Employee Relations Minister

Work is an anchor in our lives, yet engagement levels vary wildly.

Jo Swinson will draw on her experience from Government and as Chair of the CIPD PolicyForum to place employee engagement in context of the business and societal challenges ofour time. From colleague relationships to customer satisfaction, from productivity to trust,engagement is key. Jo will get you thinking and set the scene for an idea-packed day.

In September 2012, Jo Swinson became Minister for Employment Relations and ConsumerAffairs in the Department for Business, Innovation and Skills and Women and EqualitiesMinister. She was elected as the Liberal Democrat MP for East Dunbartonshire in 2005.

Opening Keynote: Innovation: From Buzz Word to BookmarkVictoria Silverman, Director of Innovation, Global, Thomson Reuters

How do you engage employees in the future success of your organisation? How do youhelp them fall in love with an activity that drives success and energises teams but hasbecome something of a corporate cliché?

Thomson Reuters’ Director of Innovation Enablement, Victoria Silverman, will take youthrough her company’s reinvigoration of innovation as an activity, value and catalyst forchange. She promises that you’ll put pen to paper or fingertip to gadget to capture tacticsyou can apply in your own role, and learnings from an ethos that’s emotionally intelligent,creative and inclusive. Victoria will show how to engage millennials and other colleaguesalike by ensuring form and substance meet when it comes to applying an abstract conceptthat’s vital to any organisation’s success – and all without an agency.

Victoria Silverman is a global engagement specialist who gets results by using visuals, wordsand ideas to inspire collaborative behaviours and to build the right culture for a business tosucceed. Her background is in journalism, teaching and corporate storytelling. Until recently,Victoria led Thomson Reuters’ global employee engagement for Diversity & Inclusion andCorporate Responsibility, delivering record breaking, award-winning campaigns including:Women Who Rock! a celebration of women and the men who support them in the workplace;On Side With Pride, to support LGBTQ colleagues and programs; Steps to a Smaller Footprint,an energy efficiency drive that supported the reduction of $1 million in energy bills; andWe4She – a month-long UN-related initiative to inspire male and female employees to mentor,coach or sponsor a woman or girl – which drew 49k views, likes, comments and 1k pledgesamong the company’s 50k-strong workforce in 100 countries. Her most recent campaign#dare2disrupt dares employees to live and love innovation at work. She has also beencommunicator in chief for the London HR community, which was all about bringing peopletogether, breaking down silos and sharing knowledge. Victoria has worked for Deloitte, ITVand the Government in editorial, corporate comms and change management roles. In herspare time, she is director of The Missing Manual Ltd and founder of the parenting onlinecommunity BeTeenUs.com.

Harrods Case Study: Are Employee Relationship Management (ERM) andCustomer Relationship Management (CRM) Two Sides of The Same Coin?Niall Ryan-Jones, Head of Employee Engagement, Harrods

Can employee engagement incorporate learning from the practices of CustomerRelationship Management (CRM) the marketing art of increasing customer loyalty? AreEmployee Relationship Management (ERM) and CRM two sides of the same coin?

Harrods Head of Employee Experience, Niall Ryan-Jones, will take you through howemployee engagement is being shaped for the future through the lens of CRM. He will sharehow Harrods is developing employee data capability and utilising insight from numerousemployee touch points to develop a deeper understanding of how engagement isinfluencing performance. Niall will also discuss how engagement practise are being shapedto drive a great employee experience that is aligned to driving a great experience forHarrods customers.

Niall Ryan-Jones has worked in retail his entire career for various companies such as Primark,Debenhams, House of Fraser, Liberty and Harrods. For the last 15 years Niall has workedspecifically in the employee engagement space starting in internal communications, whichlater expanded to incorporate employee engagement and employer brand management. Inrecent years his career has taken a new direction, which now sees him working as Head ofEmployee Experience at the world famous retailer, Harrods.

His role encompasses many employee touch points such as internal communications, benefitsand recognition, corporate responsibility, corporate health, employee engagement andemployer brand management. Over the years Niall’s work has assisted transformation withinthe organisation to the point where Harrods has received numerous accreditations, such asbeing a ‘Best Company to Work For’, ‘Top Employer ’ six years in a row, Accredited byGlassdoor and LinkedIn. In addition to this employee turnover is the lowest amongst its peersand employee engagement is at a healthy 80%. This has undoubtedly gone some way toenabling Harrods to deliver industry leading levels of service, sales and profit, over the last10 years.

Niall’s ongoing focus is to ensure employees are equipped and inspired to deliver anexceptional customer experience, which is underpinned by an exceptional employeeexperience. This will enable Harrods to maintain its desired position to be the employer ofchoice within luxury retail.

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PLENARY KEYNOTES WHAT TO EXPECT

HALL 1 WHAT TO EXPECTChair’s IntroductionCathy Brown, Executive Director, Engage For Success

EMPLOYEE & CUSTOMER ENGAGEMENT, LINKS TO PERFORMANCE& PROFITABILITY

Heathrow Airport Case Study: The Magic of MojoPaula Stannett, HR Director, Heathrow Airport

Heathrow’s vision is “To give passengers the best airport service in the world” and they willget there by delivering on their four corporate priorities. Mojo is one of these priorities,where Heathrow is striving to be a “Great Place to Work”. A further priority is to transformCustomer Service. Hear what Heathrow has done to drive engagement across the business,the community and in its supply chain. Paula will also share how this strategy was applied tothe opening and ongoing leadership of Terminal 2 (T2) and the impact this has had onpassenger service with T2 now being seen by passengers as delivering the best service inEurope.

Paula was appointed to HR Director in January 2013. She has worked at Heathrow for 13years, most recently as HR Director for our Airports Division and Support Services andpreviously as programme lead for Heathrow’s Winter Resilience. Paula has a strong record ofengaging staff to successfully put in place organisational change and improvement.

Nationwide Case StudyHeather Mustafa, Senior Project Manager, Nationwide Building Society

My work focuses on the Distribution channels, specialising in projects that support delivery ofthe people plan, strategy and culture.

INTERNAL COMMUNICATIONS AND VOICE OF THE EMPLOYEE – PART 1

DS Smith Case Study: Accelerating Integration Through EmployeeEngagementLouisa Mellor, Group Employee Communications Manager, DS Smith

Academics and HR practitioners alike are well aware of “people risk” in mergers andacquisitions. The ability of a company to release the potential value of the combinedcompanies is heavily reliant on the engagement of those involved in the process and thecultural integration of the businesses. DS Smith, a leading supplier of sustainable packagingsolutions, are proud to have grown significantly over the past five years, predominantlythrough acquisitions. This session will draw on our experience of integrating businesses

ranging in size and complexity from small family-run operations to divested Divisions oflarge multinationals, highlighting some key learnings that would apply in any significantreorganisation or change project, as well as M&A.

Louisa Mellor, Group Employee Communications Manager at DS Smith, qualified with an MScin Human Resource Management and Organisational Analysis from King’s College London,specialising in work engagement and commitment. Since then Louisa has continued to pursuethis area of interest through a variety of HR roles, always driving to create a workingenvironment that enables employees to thrive and perform against aligned goals. Mostrecently she has supported communication, culture change and employee engagementthroughout acquisition and integration processes on a global scale.

NHS Case Study: Using Technology to Enhance Engagement Withinthe Public SectorDarryn Allcorn, Director For Workforce and Organisational Development, Northern DevonHealthcare NHS Trust

This session will cover how Northern Devon Healthcare NHS Trust has used technology toenhance engagement across a diverse and complex workforce that provides services across1,500 square miles of rural Devon. As in many other organisations, staff are the biggestcost for NHS Trusts, who are continuously challenged to balance quality and finance. Byviewing staff as an asset, rather than an overhead, Darryn will explain how better staffengagement programmes, accessible 24/7, can deliver benefits in areas such asproductivity, innovation, absence, employee retention and cost control.

Darryn qualified as a registered Nurse in 1995 and started his career in acute medical nursing,undertaking a variety of nursing roles before developing an interest in Education andOrganisational Development. Initially this transition was as a clinical educator both within theNHS and University arenas, the passion for Organisational Development continued and hewas appointed as Head of Education and staff development in 2005.

In 2010, he was appointed Assistant Director for Workforce at Northern Devon HealthcareNHS Trust. During this time he led a number of service developments and changes inprocesses that have enhanced staff experience and access to development, whilst supporting aportfolio of Organisational Development and implementing a process that enabled detailedworkforce planning, and enhanced the cohesion of workforce systems.

Darryn expanded his role in January 2014 to become interim Director for Workforce andOrganisational Development which includes a wide portfolio of Human Resources, Equalityand Diversity, Occupational Health including health and wellbeing, staff development,workforce systems and planning. He has established models that support staff engagementand enhanced key workforce systems and infrastructure, key areas of success includeapprenticeship models, widening access and engaging the young workforce, use oftechnological solutions.

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The Co-Op Case StudySharon Kemp, Colleague Engagement Business Partner, The Co-Op

STRATEGY & LEADERSHIP

WWL NHS Case Study: Healthcare and Employee Engagement – HowSignificant Improvements Were Achieved in One of the Most PressuredSectors in the UKNicole Ferguson, Director and Business Psychologist, WWL NHS

In 2011, Wrightington Wigan and Leigh NHS Foundation Trust (WWL) had the some of thelowest levels of morale and employee engagement within the whole NHS. Over the last fiveyears WWL embarked on a cultural change programme and in 2013 designed and launched“Go Engage”, an evidence based framework that helps turn employee engagement scienceinto practice, implementing diagnostics and practical tools at both organisational and locallevels. Led by Nicole Ferguson, Chartered Occupational Psychologist, Go Engage helpedWWL reach the top 10% most engaged NHS Trusts for two consecutive years in 2014 and2015, and helped deliver significant improvements in patient care. This led to them winninga number of national awards for their unique approach and share their programme morebroadly across the NHS and beyond. In this session, Nicole shares WWL’s journey to driveimprovements in employee engagement in one of the most pressured sectors in the UK,how Go Engage provided the solution, and some of the lessons learnt along the way.

Nicole is a Chartered Occupational Psychologist, and began her career within OrganisationalDevelopment for the Facilities Management industry. She has also spent time working inconsultancy, advising and supporting a number of organisations including FTSE 100companies and the NHS. In 2012 Nicole worked in occupational psychology consultancyspecialising in employee engagement and psychological well-being. She then joined the NHS in2013 as Head of Staff Engagement for Wrightington Wigan and Leigh (WWL) NHSFoundation Trust, bringing with her the knowledge and experience gained from working in theengagement/well-being field. She is responsible for embedding a culture of employeeengagement through the national award winning “Go Engage” Programme and works inpartnership with staff and senior leaders to enable sustainable employee engagement. As aresult, in 2014 and 2015 WWL achieved its best national staff survey results to date, reachingthe top 10% of NHS Trusts. The organisation also gained runner up in the Health ServiceJournal/Nursing Times top 100 Best NHS organisations to work for and is one of the topperforming hospitals in the North West.

Jardine Motors Case Study: Build Your Employer Brand to DriveEngagement with Real Commercial BenefitsClare Martin, Group HR Director, Jardine Motors

Jardine Motors Group is the fourth largest motor retailer in the UK, employing approx.3000 employees and representing 23 brands, including Audi, Mercedes-Benz, Porsche,Jaguar, Land Rover, Volvo, BMW and more.

Since 2015, the company’s people agenda has gone from strength to strength! Attrition hasreduced by 10%, the latest annual employee survey gained a 90% engagement score, theircareer website sees approx. 4,000 applicants per month and direct hires account for 75% ofall new joiners to name just a few outstanding results. JMG’s HR team were also recognisedby Jardine Matheson group in November 2016 and won both a Global HR Team of the Yearaward and a Global Outstanding Employee Engagement Strategy award , which was a realaccolade given JMG is the smallest company in the wider group which globally employs400,000 people.

Clare has more than 20 years’ senior management experience working across multipleindustry sectors, but has always worked in fast paced environments and with organisationsundertaking transformation and change including M&A activity.

Clare is recognised as a leading figure in retail HR and speaks regularly at a number of leadingindustry events. She is commercially astute and result driven, with a proven track record ofsuccess leading multiple complex projects simultaneously. Her career also allows her to give anexpert analysis of organisational development, change, strategic planning and executingcustomer experience programmes.

Clare holds a post graduate diploma in HR Management, is a Fellow member of the CIPD andhas a Masters certificate with the Financial Times in Non-Executive Directorship. She ispassionate about bringing a greater gender balance into the UK workplace and is a keyindustry figure in leading this shift in perception. One of Clare’s chief objectives is to show theUK that automotive retail is an enjoyable and satisfying career for talented people, regardlessof their gender.

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HALL 1 WHAT TO EXPECT

EVOLUTION OF WORK

Tata Consultancy Services Case Study: Workplace Re-Imagination– The Journey at TCSNupur Mallick, Director HR, UK and Ireland, Tata Consultancy Services

Talent retention and organisational productivity have assumed a primary role indetermining organisational competitiveness, business agility, and customer experience.

Enterprises need to re-imagine human resource management along various dimensionssuch as employee engagement, learning, idea crowdsourcing and co-innovation.Institutionalising contextual, role-based collaboration platforms for employee engagementand integrating these with transactional business applications help address this objective.

Tata Consultancy Services’ Workplace Re-imagination offering establishes a pan-enterprisesocial network that leverages a mobile messaging tool to facilitate knowledge discovery andcontextual employee interactions. By enabling smooth integration of HR related businessprocesses with the intra-enterprise social networking platform, we enhance workforceproductivity and reduce talent attrition. The journey is on…

Nupur has been with Tata Consultancy Services (TCS) for 19 years and in December 2005 shewas appointed HR Director for UK & Ireland. In this role Nupur is responsible for the end toend HR function for over 11,000 employees from 39 nationalities. Her areas of expertiseinclude integrating teams in culturally diverse set-ups, driving operational excellence, retainingand developing talent and structuring compensation & benefits.

Her excellent people and change management skills have helped TCS grow substantially in thegeography. Under her leadership, TCS UK & Ireland has achieved the ‘Investor in People’certification and retained the Gold status for the second time and awarded Britain’s TopEmployers for five consecutive years. Nupur’s focus as HR Director extends beyond the workforce to the community. TCS in the UK achieved the platinum plus standard for itsperformance in Business in the Community (BitC) Corporate Responsibility Index.

Prior to this role, Nupur was HR Head for TCS Mumbai with over 10,000 employees. She wasresponsible for driving performance oriented culture, establishing world class inductionprocess, career and succession planning and employee engagement. She has been with TCSsince 1997 working in various strategic HR roles contributing to the growth of the companyfrom few thousand to over 340 000+ employees across the globe.

Civil Service Case StudyRupert McNeil, Chief People Officer, Civil Service

Rupert McNeil was appointed Chief People Officer at the Cabinet Office in January 2016.Rupert joined the Civil Service from Lloyds Banking Group, where he was the Group HRDirector. He began his career at the Confederation of British Industry before becoming a

partner in Deloitte and Arthur Anderson. Since then he has worked for Barclays Bank plc, firstas Executive Management Director and then as the HR Director for Global, Retail andCommercial Banking, and at Aviva where he was HR Director and then HR Centre ofExpertise Director. Rupert attended secondary school in Aberdeen, and graduated in Politicsand Philosophy from St. Catherine’s College, Oxford. During his undergraduate degree hespent a semester as an intern at the US Senate. He attended Harvard Business School’sAdvanced Management Programme in 2010.

INTERNAL COMMUNICATIONS AND VOICE OF THE EMPLOYEE – PART 2

Museum Of London Case Study: Re-Inventing The Museum….From The Inside OutAntony Robbins, Communications Director, Museum of London

Museum of London communications director Antony Robbins takes us through a journey ashe and his colleagues embark on plans to open up a brand new museum for London, in WestSmithfield in 2022. This is all about change: and it starts from within, among staff andvolunteers. Leadership challenges lie ahead as the museum appoints architects and appliesfor planning permission. But this is so much more than bricks and mortar. The aim is tochallenge the very concept of a museum and at the heart of this transformation is makingsure the Museum of London has the right people to deliver its ambitions – and to re-castethe museum’s relationship with London and Londoners.

Antony Robbins, 52, is the Director of Communications at the Museum of London andMuseum of London Docklands. He joined as the organisation opened its £22m Galleries ofModern London in 2010.

The museum’s focus is on becoming better known and reaching more people and it hasinvested considerably in digital technology. Its award-winning StreetMuseum app and films onYouTube have helped connect it to a cooler, more contemporary London audience. This hasboth helped shape the museum’s brand and build its visitor numbers.

The museum now has plans to leave its current site. By 2021 it will open up a state-of-the-artnew museum just up the road in London’s nearby West Smithfield.

Much of Antony’s career has been in international relief and development. He worked at theUK government’s Department of International Development and for aid agency CAREInternational. His role took him across Latin America, Asia, the Balkans and sub-SaharanAfrica. Antony was born in London – the city he still calls home.

Question Time

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Chair’s IntroductionLucy Standing, Vice Chair, Association for Business Psychology

I could tell you all the letters I have after my name or about the projects I’ve managed or clientsI’ve had – but I don’t believe you care about any of that. If you are reading my profile (thankyou) then I’d like this time to be more usefully employed. I’m a business psychologist (same asoccupational, organisational or industrial) which means you’d work with me if you believe yourorganisation could achieve more through its people – but maybe you aren’t quite sure how.

I’m also a social entrepreneur. Ideas are worth very little – and rather than fantasise, I like andget huge reward from making things work.

• I am very pragmatic. I always think about things from the point of view of ‘will that work in reality’? I’m not precious over how things have to be done – different organisations require different approaches.• I’m not motivated by money. I give back, run a not for profit site and do my job because I love it – not because I need to.• I’m direct and I don’t beat around the bush. I probably need to exorcise a little more tact at times.• I am cognisant of my role – I’m not superior or precious. I won’t get irritated or stroppy if you don’t adopt everything I say, but I will challenge you.• I have lots of energy to get things done and never miss a deadline.• I provide a service, but relationships I have with clients or other peers are reciprocal: I respect them and they respect me.• I believe happiness is overrated. I’d much rather be engaged and excited about something. Whatever happens I’m never bored. I make the most of things.• I’m forever an optimist and try to see the good and positives in a situation. I play to my strengths and encourage others to do the same.

LEARNING AND DEVELOPMENT

Pladis Global Case StudyJules Hinds, Global Head of Internal Communications and Engagement, Pladis Global

An experienced, and well respected, senior level communications professional, with expertisein internal communications, change communications, employee engagement and brandmarketing. Have worked both in-house and within agencies. Experience of working within thecommercial sector, namely Financial Services, Banking, Professional Services, Energy, Retailand FMCG areas. In particular, expertise lies in developing, and directly managing, thecommunication strategies for a diverse range of national and international companiesincluding: RBS, Barclays, Lloyds TSB, PricewaterhouseCoopers, Deloitte, AXA, Shell, Marks &Spencer, Sainsbury’s, B&Q, Coca-Cola Enterprises, Nike (UK) Limited, BSkyB, Telefonica,Centrica Group.

Highly commercial and driven, I have a proven track record of delivering impactful, creative,and effective, change and engagement communications in large, often complex and highpressure, global environments. I have expertly led on communications activities fororganisational change, large transformation and business engagement programmes, employeeengagement and brand marketing. Significant strengths lie in the areas of senior stakeholdermanagement having worked closely with, and provided trusted advice and counsel to,executive and senior leadership teams, where credibility, gravitas, and the ability to influence,gain buy in, and bring about consensus have been consistently demonstrated. A natural leaderand motivational influence, I am used to working in busy environments and to tight deadlines.

RICS Case Study: Dare To ShareMichelle Grocholsky, Director, Employee Engagement, Communication and Inclusion, RICS

Our organisation has been on a journey of engaging employees through a focus on inclusionand diversity, and more specifically authenticity in the workplace. We launched a campaignthis year called Dare To Share, where employees shared information about themselves thatmay not have been visible to other colleagues. Stories emerged about hidden disabilities,family choices (e.g. to have children or not?), what it’s like to be an introvert at work,growing up ‘on the wrong side of the tracks’ – just to name a few. The impact – colleaguessaw common humanity across geographic, cultural and other differences. They began toconnect on a much deeper level – which formed the basis for greater trust and transparencywithin the work context. Additionally, colleagues felt empowered to bring their wholeselves to work, which increased our survey results on this topic and will continue to improveour performance and innovation.

I am a strategist and innovator with a passion for people and transformational change. I love tobuild ideas from the ground-up in a way that delivers on deep-seated human values and needsand drives employee/customer experience

Strengths (via StrengthsFinder):• Futuristic – pioneering, inventive, visionary• Achiever – results-driven, reliable, goal-oriented• Empathy – intuitive, inclusive, adaptable• Responsibility – values-driven, accountable, improvement-oriented• Input – thoughtful, attentive and learning-focused

Personality (via MBTI):ENFJ – “The Giver”: Live in the world of people possibilities; understand and care about peopleand have a special talent of bringing out the best in others; make things happen

Talents (via Fascinate)Catalyst – Out of the box; creative; energizing; enthusiastic

Work style (Via Give & Take)87% Giver; 13% Matcher; 0% Taker• Look for potential and see the best in others; connect people; mentor; invest in others’ success

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TALENT & RECRUITMENT

Henley Business School Case StudyProfessor Moira Clark, Director, Henley Business School

Moira is the Director of the Henley Centre for Customer Management (HCCM), a consortiumof organisations who are passionate about improving their customer experience. Moira helpsmembers achieve this by:

• Identifying challenging issues that are inhibiting business performance• Planning a research programme and a series of workshops to address these issues• Leading the research programme and undertaking specific research projects• Sharing insight and thought-leadership developed over 25 years of working with a wide variety of industries

Moira consults for a number of leading UK and international companies and am a frequentkeynote speaker at many public and in-company seminars and conferences around the world.Major area of research and consulting is in Customer Management, Customer Retention andInternal Marketing. Moira works extensively in the area of culture and climate and the criticallinkages between employee behaviour and business performance.

It’s Not You, It’s Me’Jane Barrett, Author and Career Coach, The Career Farm

Despite some of your company’s best interventions, some people are disengaged. In otherwords – the classic, ‘it’s not you, it’s me’! . Some you may be happy to lose. Others you reallywant to keep, as they are the talent, which will drive your business forward. According to WiredMagazine, more people will be in gig employment than conventional employment, by 2050.

How can you hold on to talent, keep them engaged and get the best from them?

I will share what I have learned from working with some of the most talented potentialleaders from all over the world and the method I use to help them work out what they wantand what they have to offer. Marry this with a company who can offer the kind of work theylove to do and you go a long way to having an engaged and productive workforce.

For 16 years I’ve worked with executives in corporates to help them proactively take charge oftheir career. My work helps people be more engaged and productive at work, a win/winsituation for employee and employer. I am a guest lecturer to exec MBAs, full-time MBAs andalumni at some of the leading business schools in Europe. In January 2017 the 2nd edition ofthe book I co-authored ‘If not now, when? How to take charge of your career’ was published byBloomsbury. I have been a guest on Radio 4, PM Programme and been featured in theFinancial Times

Originally a Chartered Surveyor I changed career into recruitment where I recruited for arange of organisations including banks, FMCG, blue chip, private and start up companies. My

last corporate role was as a Recruitment Manager for PricewaterhouseCoopers. I am drivenby a desire to help people grow their own career and have a popular podcast on iTunes called‘Grow Your Own Career’.

TRANSFORMATION AND CHANGE MANAGEMENT

Vodafone Case Study: Transformation Journey to the Vodafone DigitalWorkplace – Digital Company, Digital PeopleRobert Leeson, Head of Internal Communications, Vodafone

Overview of the Vodafone journey to implement the Digital Workplace across the 20markets where the Company operates today. This case study covers the broad range oftransformational activities that were required to accelerate and deliver the Digitalworkplace for Vodafone and focuses on the approach to the strategic, technology andimplementation aspects of the Vodafone Digital Workplace Programme.

Robert has a diverse International business background, leading Sales, Support and CustomerDelivery functions for various technology organisations, both in Europe and North America.After relocating from the USA in 2009, Robert joined the Vodafone Group technology teamwhere he directed global technology teams across Architecture, Service Design, Delivery andOperations disciplines. Robert has led has led the Vodafone Global Office IT function for thepast 3 years.

NI Water Case StudySonya Rooke, Head of Organisational Development, NI Water

A highly driven, HR professional with a strong background in senior management and externalconsultancy. Public / Private sectors, Education, Housing, Utilities, Logistics, Retail. Longstanding experience in large-scale business transformation projects including recent Publicsector OD and workforce planning related to Welfare Reform.

Key competencies include:

• HR/L&D strategy and Business/HR/L&D alignment• Change Management and Transformation• Re-structure• Communication and Employee Engagement• Policy and Procedures• Resourcing• Employee Relations• Management Development, Leadership and Executive Coaching

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FUTURE OF WORK

Grant Thornton LLP Case Study: How We’re Creating a Shared EnterpriseJodie Promod, Head of Internal Communications & Laura Stuart-Berry, Shared EnterpriseLead, Grant Thornton LLP

Jodie works closely with senior leaders and colleagues to understand the engagement needsof the firm and then develop internal communications to meet these. She sets the strategicdirection of internal communication and is responsible for the development of communicationvehicles. Prior to working at Grant Thornton, she managed internal communications atautomotive supplier Delphi Corp., in the USA.

Laura is Grant Thornton UK’s top advocate for shared enterprise, working to accelerate theadoption of shared enterprise behaviours across the firm and in everything we do. Prior to herrole as Shared Enterprise Lead, she was Chief of Staff to CEO Sacha Romanovitch. She alsohas 10 years’ experience of working in client-facing advisory roles.

The Future of Apps in the Delivery of Employee Engagement andHappinessDavid Walker, Chief Commercial Officer, Personal Group

This presentation will focus on:

• exploring the link between employee engagement, happiness and productivity• how to harness the power of the most technologically advanced communications network you already have in place• harnessing the power of employee apps• how can I future-proof my employee engagement approach

David Walker joined Personal Group as Chief Commercial Officer in 2012. Having spent theearly part of his career working for Barclays Bank in a variety of regional, commercial andInternational roles, David left to join BskyB and their B2B operational in 200, becoming Headof Sales for all non-domestic subscribers. David was recruited by Dyson in 2006 to help launchthe Airblade hand dryer in the UK, and subsequently spent three years in Chicago as USManaging Director. Returning to the UK in 2012, David joined Personal in June of that year.

In addition to his role as Chief Commercial Officer, David also acted as Managing Director ofLets Connect, Personal Group’s salary sacrifice home technology offering, in 2015 and 2016,growing the business over 100% in this time. Throughout his career, David has specialised inleading high growth of new and turnaround organisations, using the power of the individual todeliver performance beyond their expectation. A highly experienced speaker on the topic ofEmployee Engagement, David firmly believes that to achieve true employee engagement, youneed to blend two critical factors – Technology and People. By creating highly effectivestrategies and programmes that blend these two aspects of business in the 21st Century,

organisations can gain a competitive advantage in their marketplaces. David has deliveredmany presentations around the world on wide ranging topics, from reducing carbon footprintsto how mobile phones are transforming employee communication.

RHP Case Study: Creating The Workplace of TomorrowAmina Graham, Executive Director of Corporate Services & Chloe Marsh, Head ofEngagement, RHP

RHP Group are fast establishing a reputation for being the Uber of the Housing Sector,leading the way in creating the right environment for innovation to thrive and where scaledoesn’t limit their ambition. Hear more about why they were ranked number 1 in the 2016Great Place to Work list, topped the Innovation Index for 2 years running and were winnersof the 2016 Personnel Today award for Employee Engagement. RHP Group will share theirapproach to cultivating their innovative culture and how ‘bricks, bytes and behaviours’ arethe key elements of creating successful workplaces.

Amina Graham joined RHP as the Executive Director of Corporate Services in 2008 after 22years at Marks and Spencer. She has a wealth of business experience in customer service,people management, organisational development and complex change delivery. At M&S sheled the successful delivery of a portfolio of strategic programmes which made a significantcontribution to the group’s return to growth. Amina’s commercial acumen and expertise incustomer service has helped RHP deliver sector leading digital services; achieve the goldstandard in Investors for People; gain first place in the 2016 Great Place to Work list; win the2015 CIPD overall award for best employer and employee engagement; RHP beingrecognised as the most innovation friendly organisation in the housing sector; and RHPbecoming one of the top performing organisations in the sector with customer satisfaction at85% and employee satisfaction at 95%. Amina’s innovative approach was recognised in the HRMost Influential 2016 list.

Shaun Smith, author of critically acclaimed business books “Bold – how to be brave in businessand win” and “On Purpose” recently did a case study of RHP.

Chloe’s experience in HR, L&D and Communications has driven forward award winningemployee engagement initiatives and UK leading levels of employee satisfaction, that have inturn delivered better business results. She joined RHP in 2009 as an HR Generalist and in2011 became their Learning and Development Manager. Chloe played a key role in developingand embedding their cultural change programme ‘iamrhp’, leading to a significant increase inemployee engagement with satisfaction moving from 88% to 97% and RHP gaining a top fiveplace in the Sunday Times Best Companies list for not-for-profit. Since becoming Head ofEngagement 18 months ago, Chloe has helped RHP reach new heights in employeeengagement. They gained Investors in People Gold at the very highest level and were named‘Gold Investors in people employer of the year’ in the summer of 2015. To top it all, inSeptember 2015, RHP won ‘Best employee engagement initiative’ at the CIPD PeopleManagement awards and were also crowned overall winners for ‘outstanding peoplepractises’.

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REWARD AND WELLBEING

University of Sheffield Case StudyAndrew Dodman, Chief HR and Corporate Officer, University of Sheffield &Gary Butterfield, Co-Founder and Executive Director, Everyday Juice Limited

The University of Sheffield created a fresh, vibrant and innovative initiative called “Juice” –placing health, wellbeing and happiness of 8,000 staff at the very heart of the employmentexperience.

We will share our remarkable story by explaining:

• The underpinning values and principles of the initiative, and how these differ to the traditional approach to staff health and wellbeing• How we deliver the programme through harnessing the talents of staff• How we seek to engage and inspire our workforce• What Juice offers to staff and its use of technology• How we measure our success and its impact on employee engagement.

Andy Dodman is the Chief Operating Officer at The University of Sheffield, responsible for arange of services to its 8,000 staff and 27,000 students. Under his leadership, Sheffield is theonly University to appear in the Sunday Times Top 100 Best Companies to Work For List.Prior to becoming the COO, he was the HR Director at the University and undertook a rangeof national and sectoral roles, including the Chair of the Russell Group HR Directors Forum(representing the leading UK research-intensive universities) and member of the UniversitiesHR (UHR) national executive committee.

Andy has been nominated as the national HR Director of the Year a number of times and hasappeared in the Top 10 of HR Magazine’s Most Influential HR Practitioners List in 2015 and2016. Andy was educated at the University of Bath (BSc) and the University of Leeds (MBA)and is a Chartered Fellow of the Chartered Institute of Personnel & Development.

With a BSc (Hons) in Sport, Health, Exercise & Nutrition from the University of Leeds, Garystarted his career coaching professional athletes. Later, Gary saw an opportunity to combinehis boundless enthusiasm and expertise within the fitness and health industry with AndyDodman’s desire to suggest workforce engagement and wellbeing. Since then, they havecreated Juice, an award winning staff wellbeing offer at The University of Sheffield andbeyond.

Following its success, Everyday Juice Limited was created in 2015 as a subsidiary business ofthe University, and Gary now manages the health and wellbeing provision for a range oforganisations.

LV= Case StudyMarc Philpott, Digital Communications Manager, LV=

Over 15 years experience in all things digital across a range of platforms and industry sectors.Experience includes designing and developing e-commerce sites, running marketingcampaigns, overseeing re-brands, and building online communities.

In my current role I develop, drive, execute and measure the digital channels for effectivecommunication and information sharing across LV=, embedding the digital tools to engage ourpeople and create a digital workplace.

As an award winning team we’re responsible for Digital Communications – including DigitalWallboards, idea generation, Q&A platforms and the Intranet (Digital Workplace), all of whichwe’ve developed in-house to foster innovation, interaction, collaboration and employeeproductivity and effectiveness across the company. Our end goal is to remove traditionalcommunication barriers to give everyone a voice, empowering our people to share and engagewith each other, communicating openly.

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BOOK YOUR PLACE01932 506 300 (press 1) [email protected] EngageEmployee.com




EMPLOYEE ENGAGEMENT SUMMITTHURSDAY 20TH APRIL 2017

20APR 2017

CUSTOMER ENGAGEMENTTRANSFORMATION CONFERENCETHURSDAY 6TH JULY 2017

06JUL 2017

EVOLUTION OF WORK CONFERENCEFRIDAY 15TH SEPTEMBER 2017

15SEP 2017

INTERNAL COMMUNICATIONS CONFERENCEFRIDAY 15TH SEPTEMBER 2017

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Evolution of Work Conference – 15th September 2017

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EMPLOYEE ENGAGEMENT Our third Employee Engagement … · Antony Robbins Director of Communications...

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