PPMA Annual Seminar 2014 - Public and Proud - Workforce Engagement for the Future
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21-Oct-2014 -
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Transcript of PPMA Annual Seminar 2014 - Public and Proud - Workforce Engagement for the Future
Advise | Design | Integrate | Deliver
Employee Engagement – Serco’s Journey
Serco Internal
2 The Barriers
The Journey so far
3
Why
Agenda
4
How
The Tipping Point5
2
1
Serco Internal
The Journey So Far....
Serco Internal
The Barriers
4
Engagement was just a survey
No senior leader buy-in
No accountability – it’s HR!
No internal evidence
No resources
No sharing best practice – suspicion
Serco Internal
How?
5
Reality check - get out and about in the business
Creation of an Engagement Strategy
Develop case studies
Redesign and reposition the survey
Set up a Global Engagement network
Create resources to support managers
Business Linkage analysis
Develop an Engagement Master Class
Utilise internal social media platform
Build strong links with key stakeholders – internal and external
Serco Internal
Why……
…does Engagement matter to -
Serco Internal7
Engagement matters if we’re to become the World’s Greatest Service Company
Serco Internal8
Serco Customer Net Promoter Scores (NPS)
Contracts with high levels of employee engagement (65%+
engaged)
Contracts with opportunity levels of employee
engagement (45-64% engaged)
Contracts with risk levels of employee engagement (30-
44% engaged)
Contracts with destructive levels of employee
engagement (<30% engaged)
Based on analysis of 133 contracts and 489 customers in the UK and Europe division in 2011.
Employee engagement is a tool that can help retain
and win new customers
Serco has found that where employee engagement is high, there are more customers promoting Serco
Serco Internal9
At Serco, trend analysis suggests high employee engagement predicts future customer satisfaction. The reverse relationship of customer satisfaction predicting future employee engagement does not appear to be as strong.
The effects of employee engagement become stronger over time
*IMPORTANT: We need to acquire the next wave of customer survey data to begin establishing whether the trend is statistically significant or not.
….but employee engagement will catch up with them if they neglect it
Serco Internal10
Contract Director’s view of their contract?
Employees’ experience of Serco delivering the contract?
Is this sustainable?
Immediate successes might tempt some to ignore engagement or say ‘what we’re doing now works and it doesn’t matter…..’
Serco Internal
The five contract groups with notable relationships: How do employee engagement scores compare to operating profitability?
High e
mplo
yee
enga
gem
ent (
65%
+)
Oppor
tunit
y em
ploye
e en
gage
men
t (45
-64%
)
Risk /
Destru
ctive
em
ploye
e en
gage
men
t (<45
%)
0%
4%
8%
12%
16% 14%11%
7%
Operating Profit (EBIT) as a % of revenues
11
High engagement contracts produced DOUBLE the operating profits of risk/destructive engagement contracts.
Contract groups represented
Division reference
Health UK and Europe
Facilities Management UK and Europe
Public Sector Education SGS UK and Europe
Justice and Corrections ASPAC
Middle East SME
Serco Internal12
Contract Bid: £10m
Contract Bid: £10m + Engaged employees+ Governing Principles+ Rapid engagement of TUPE employees
Contract Bid: £10m + Specialist
experience of similar
contract
Contract Bid: £10m+ experience
of having world’s largest
contract portfolio
Contract Bid: £10m+ well known
brand name in the market
And it’s more than the numbers, it will make us stand out among competitors!
Serco Internal13
Build a balanced portfolio
Maintain high rebid and new win rates
Make strategic acquisitions
Develop new models
• Engaged employees are committed to us. That reduces the risk that we lose our expertise that we can transfer to other markets.
• Engagement helps build our base of customer promoters. This will help improve our rebid and new win rates.
• Engagement helps to strengthen our brand and reputation. That helps make a better case for acquisition by Serco.
• Engagement can help us collaborate effectively.
• Engagement has been found to correlate with innovation and new ideas.
To become the World’s Greatest Service Company
Engagement will help us deliver on the core elements of our strategy
Serco Internal
The Tipping Point
14
Disengagement!
Serco Internal
The Tipping Point
15
Advise | Design | Integrate | Deliver
Questions?