Engagement in tough and good times – what have we learnt?
3 February 2010
Trinity House, Trinity Square, Tower Hill, London EC3N 4DH
‘Employee engagement' has been fashionable for some time, but many organisations have still not fully faced up to what is required for a convincing and lasting employer brand.
Who was it for?
HR, OD and Corporate Communications professionals working on engagement strategies and measurement.
‘Employee engagement' has been fashionable for some time, but many organisations have still not fully faced up to what is required for a convincing and lasting employer brand. Recent survey work by Gallup, ISR, CLC, CIPD and others indicates low levels of engagement in organisations even prior to the recession. As we emerge from the slump, what lessons have been learnt for the future? What will make engagement ‘fresh' and real in 2010 and beyond?
Before the workshop, we circulated a research briefing, providing the evidence that engagement is a critical factor in both achieving and measuring organisational performance, and hence provides a test of effective organisational governance. The linkage between engagement and innovation was also discussed. The briefing summarised the advice that CRF and others have provided on good practice in stimulating engagement and building your employer brand.
The workshop examined in a highly participative way what the reality has been ‘at the coalface' in tough times, and what should be the foundation stones for future practice.
Questions to debate included:
• What methods have succeeded in maintaining positive psychological contracts during a downturn?
• What lessons have been learnt about shaping an attractive EVP in difficult times?
• What specifically have been the factors that have most enhanced or hindered engagement?
• What aspects of your employer brand will you maintain or change during a period of growth?
• How best to use employee surveying to drive organisational performance and improvementWhat steps have you taken to enhance leader/manager performance in engaging employees, and to measure the difference?
• How effectively are governing boards ensuring that management prioritises engagement?
CRF members were invited to bring multi-disciplinary teams to the meeting, since previous CRF workshops on this topic have highlighted the value of an integrated approach, for example between HR, Marketing and Corporate Communications.