MOVE, MOULD,MOTIVATE:AN ESSENTIAL GUIDE TO EMPLOYEE ENGAGEMENTINTRODUCTION:
THE CURRENT
CLIMATE03

INTRODUCTION

IT’S TIME FOR A RETHINK
Hungry for innovation and profitability, our ‘always on’ world is ahectic place to be – and the modern workforce is feeling the strain.
While the UK struggles to come to terms with its productivity crisis (we’ve seen a further
7% shrinkage in 2017), workplace stress is on the up. According to the Health and Safety
Executive, stress accounted for 37% of all work related ill health cases, and 45% of all
working days lost due to ill health in 2015/2016.
These numbers are massive. With 163 million annual leave days going unused last year,
it’s clear UK employees are overworked – and yet we sit 17th in the world when it comes to
productivity, in the shadow of other big economies such as the USA and Germany.
People are putting in the hours, but something is missing.
With the pressures of competition and constant economic fluctuation, organisations musttake a long hard look in the mirror and find new ways to attract and retain top talent.
It’s time for a rethink.

04INTRODUCTION

NEW EXPECTATIONS
We’ve come a long way since confectionery
giant Cadbury began sweetening theemployment experience in the early part of thelast century.
The company, which was one of the first to offer sick pay andpension rights for women, also gave staff a place to live, accessto education, and medical facilities, trailblazing the way in a
new era of employee relations and welfare.
Of course, the modern workforce has changed since then.

Employees now expect more from employers as standard– what they have to offer, their values, and the workplaceenvironment. People are empowered in their job searches,asking themselves ‘what type of employer do I want to workfor?’ and hand-picking companies for their ‘employer ofchoice’ shortlist.
Organisations want productivity and growth, employees want
work-life balance – the burning question is how do weachieve both?
The answer – employee engagement.

05

CONTENTS

ONE:
09 PART
WHAT IS EMPLOYEE ENGAGEMENT?
Exploring employee engagement and the key traits
to look for in your workforce
The search for meaning■■ Engagement vs Happiness■■ What does engagement look like?
■■TWO:
17 PART
WHY IS EMPLOYEE ENGAGEMENTIMPORTANT?

The real reason employee engagement has
become such a hot topic■■■■

Six benefits of Employee Engagement
The Not-so-secret Seventh Benefit

28 PART THREE:

DIFFERENTIATING THE EMPLOYEEEXPERIENCE
Understanding the bigger picture and going beyond
siloed initiatives
Connecting Employee Engagement■■ Connecting the Dots■■ Overcoming Hurdles and Roadblocks■■ What Employees Need
■■

FOUR:
44 PART
THE UNDENIABLE IMPORTANCE
OF MANAGEMENT

How organisations can transform their managers
into leaders

SEVEN:
73 PART
THINK BIG, START SMALL
Unearth the why, understand the individual andnurture growth

Under-trained and Uninspiring
How to Manage Managers■■ Management Practices For Better Employee
Engagement
■■
■■

FIVE:
56 PART
BECOMING THE ‘EMPLOYER OF CHOICE’
Where it all starts. Differentiating the business andinspiring your people
Start by Listening
Be Inspirational■■ Recognise and Reward■■ The Measure Of It All
■■
■■

SIX:
68 PART
WHAT DOES THE FUTURE LOOK LIKE?

Preparing for the changing economic climate andshifting employee expectations■■■■

Technology Will Transform Us
Well-being Becomes A Priority

06

PART ONE: WHAT IS EMPLOYEEENGAGEMENT?
THE SEARCH FOR MEANING
Employee engagement is trending.
From boardroom meetings and water-cooler rendezvous, to academic
publishers and industry speakers, we’re not short of discourse on thesubject. But while a massive 90% of executives understand theimportance of employee engagement, many businesses are still
struggling to figure out what it actually means in a practical sense.
It’s a tough grasp. But make no mistake, some real thought has gone into
the personal and commercial reasoning behind engagement. There’s still
plenty of opportunity for employers to put their finger to the wind and geta feel for what it’s all about…

07

PART ONE: WHAT IS EMPLOYEEENGAGEMENT?

EXPLAININGENGAGEMENT
One interesting take on engagement came from
Maslach and Leiter, who positioned it as the polar
opposite to burn-out (the endgame of stress),at the end of a far-reaching employee
well-being spectrum.
Burnout is defined by exhaustion, cynicism and reduced
professional efficacy, which would suggest that engaged
employees embody the three distinct traits: energy, optimism andheightened performance in the workplace.
But this assumption was thrown into the air when Schaufeli &Bakker found engaged employees scoring high on burn-out tests.
Both states can impact each other, but they’re far from mutuallydependent.

COMPANIES NEED TO EXPAND
THEIR THINKING ABOUT WHAT“ENGAGEMENT” MEANS TODAY.
(Josh Bersin, Principal and Founder Of Bersin By Deloitte)

Employee engagement is much more than a convenient
opposition to burnout.

08

However the main principles of engagement (energy,
optimism and performance) still remain the same,according to Sodexo UK’s Director of Employee
Benefits, James Malia, “If your people truly believein what they’re doing, they’re going to be energised,
inspired and loyal to the business, and to you as
their leader ”.
In other words, engaged employees are immersed.
Psychologically, socially and culturally.
It’s this belief in the mission and purpose of thebusiness that fuels an emotional connection between
employee, employer and their work. However, thesobering reality is that overall employee engagement
is flat year over year (Glassdoor).

ENGAGEMENT CAN BE DISTILLEDDOWN TO ANY EMPLOYEE WHO HAS
THEIR HEART AND MIND IN THE JOB.
THIS MEANS INVOLVEMENT, ENTHUSIASM AND LOYALTY. IT’S THE
PASSION AND THE MENTAL FOCUS TO NOT JUST DO A JOB, BUT TO
DO AN EXCEPTIONAL JOB...
(Iain Thomson, Director of
Incentive and Recognition, Sodexo UK)

09

PART ONE: WHAT IS EMPLOYEEENGAGEMENT?

What we have to understand is that employee
engagement isn’t a hard, fast, immediate
fix. As Sodexo UK’s Director of Incentive and
Recognition, Iain Thomson explains “Employee
engagement isn’t a target that can be handed
out today and achieved tomorrow. It comesfrom the beating heart of the organisation.”
This is about the day to day stuff and thehumans behind the business. From how you
move your people to emotionally invest in you,to how you enable (or mould) them to fulfil theirpotential, and the ways you motivate them towant to do more.
It’s the reason people get out of bed in themorning with their head in the game.
10

ENGAGEMENT VS. HAPPINESSHappiness and engagement are often lazily
lumped into the same category.
It’s a pretty short-sighted thing to do when you really look at
it. Both are extremely important. But blurred lines between thetwo can do more harm than good.

and pay rises. However when we look at Michael
Eysenck’s “Hedonic Treadmill Theory”, it’s obviousthat ‘increasing’ a person’s happiness, for themost part, is out of the employer’s control.

(André Spicer and Carl Cederström)

THE HEDONIC TREADMILLTHEORY SUGGESTS THAT, NO MATTER
WHAT, HUMANS WILL ALWAYS RETURN
TO THE SAME BASELINE OF HAPPINESS.
THE EVENTS WHICH MAKE, OR ARE
PERCEIVED TO MAKE, PEOPLE HAPPYOR SAD CAN ONLY HAVE AN IMPACT
ON THEM FOR A LIMITED AMOUNTOF TIME.

Happiness is an unpredictable emotion, that’s hard tobottle, manage or measure.

(Fenja Ziegler, Senior Psychology Lecturer, Universityof Lincoln)

MEASURING HAPPINESS IS
ABOUT AS EASY AS TAKING THE
TEMPERATURE OF THE SOUL OR
DETERMINING THE EXACT COLOUR
OF LOVE.

It may stand to reason that short, sharp bursts of immediatehappiness can be achieved when people experience positive
events in their working life such as job promotions, recognition11

PART ONE: WHAT IS EMPLOYEEENGAGEMENT?
Truth is, happiness goes beyond theworkplace. It’s an ambiguous emotion that
feeds off every aspect of our wider, complex
lives of which our jobs are just one aspect.
We can, of course, do everything in our power
to boost morale and support our unhappy
employees. But the moral of the story is thathappiness doesn’t equate to engagement –and to assume any different will only muddy
your organisation’s strategy.
Ultimately, for employers wanting to get thebest out of their people, drive productivity,and elevate business performance,engagement has to be the principal focus.

YOU DON’T NEED TO SACRIFICE ONE FOR THE
OTHER, BUT STOP CREATING AN EQUIVALENCY
BETWEEN THE TWO. TELL YOUR MANAGERS
AND YOUR EMPLOYEES THAT WHILE YOU
THINK THEIR HAPPINESS IS IMPORTANT, THEIRENGAGEMENT IS CRUCIAL.
(Maren Hogan, Founder and CEO, Red Branch Media)

12

WHAT DOES
ENGAGEMENT LOOK
LIKE?
It’s far easier to spot a disengaged
employee than an engaged one. That’s
because they tend to stick out like a sore
thumb. Negativity in any form takes up
employers’ attention, and for this reason,
day to day signs of engagement go under
the radar or are simply ignored.

13

PART ONE: WHAT IS EMPLOYEEENGAGEMENT?

THE KEY TRAITS OF ANENGAGED EMPLOYEEGOING THE EXTRA MILE:HUNGRY FOR A CHALLENGE:

These are the people who go above and beyond thecall of duty in order to get the best possible resultsfrom their work. They’re ready to graft forthe business.

They have the capacity to take on new
responsibilities, relish the chance to try their handat new skills and are happy to hold themselves
accountable for their output.

82% OF ENGAGEDEMPLOYEES SAY THEY GOABOVE AND BEYOND WHAT IS
EXPECTED OF THEM.

91% OF ENGAGED WORKERSFEEL CHALLENGED AND
UTILISED AT WORK.
(HCI Research)(HCI Research)

TRUST IN SENIORS:
They have confidence in their managers to treat themfairly and make the right decisions for the business.
They show willingness to cooperate and adapt
whenever they’re asked to do so.

14

MOTIVATE THEIR PEERS:
They show commitment to driving results and haveno problem with helping others whether called upon ornot. They bring a positivity to the team which rubs off
on those around them.

LOYAL ADVOCATES:
They see their long term future in the business andwon’t hesitate to recommend the organisation as bothan employee and service provider.

90% OF ENGAGED EMPLOYEESFEEL A SENSE OF COMMITMENT
AND/OR DEDICATION TO THEIRCOMPANY.

DISCRETIONARY EFFORT
For a long time it was assumed that humans were primarily
logic-based thinkers.
Behavioural scientists now know our behaviour is far more complex than that. We
interviewed Dr. Fenja Ziegler, Principal Lecturer in the School of Psychology, University of
Lincoln to find out more. Fenja explains the way people behave and make decisions based onher own research and that of others in the field...
“We’re not rational beings. When people build emotional connections with their employer,
they will naturally give more than minimum effort. This factor, which is intrinsically linked toengagement, rather than logical thought, is called ‘Discretionary Effort’.
Discretionary effort is the difference between what you have to do, and what you want to doin the workplace. It’s something that has to be earned by the employer, but this is just one
part of the jigsaw puzzle – and working harder doesn’t necessarily mean working smarter.

(HCI Research)

PART OF THE DNA OF THE BUSINESS:
They get the sense that they’re being given rein
to make a meaningful difference within theorganisation, feel valued by their managers andknow their presence matters.

MANY ORGANISATIONS MANAGE PERFORMANCE IN
SUCH A WAY THAT MOTIVATES EMPLOYEES TO DO ONLYENOUGH TO GET BY AND AVOID GETTING IN TROUBLE.
(Aubrey Daniels International)

The real focus should be on empowering the employee. Only then will an organisation see
the tangible benefits of employee engagement.
15

SHOW EMPLOYEES HOW THEIR WORK MATTERS TO THE ORGANIZATION, TO OTHERS, TO THE WORLD.

GIVE PEOPLE THE RESOURCES THEY NEEDTO DO GREAT WORK AND THE AUTHORITY
AND AUTONOMY TO DO THAT WORK.

ALLOW THEM TO TRY NEW THINGS AND MAKE MISTAKES. CREATE A WORKPLACE
WHERE IT IS SAFE AND ENCOURAGED FOR EVERYONE TO BE THEMSELVES.
(Heather Bussing, HR Examiner)

16

PART TWO: WHY IS EMPLOYEEENGAGEMENT IMPORTANT?
“Keeping hold of top talent is really important for any
organisation wanting to grow and thrive in a competitivemarket” says Sodexo UK’s Head of Sales and Client
Services, Jonathan Bedford.
According to Oxford Economics, the cost to replace a single employee is amighty £30,000!
It’s no secret that many organisations have an ongoing problem with
employee churn rates. High turnover means loss of productivity, it meansa knowledge gap, and a workforce that’s less familiar with daily tasks andcompany culture.

17

ORGANISATIONS INVEST A LOT OF TIME
AND EFFORT INTO TRAINING THEIR PEOPLE.
BUT IF JUST ONE TEAM MEMBER JUMPSSHIP YOU’VE GOT TO DO IT ALL OVER AGAIN.

PART TWO: WHY IS EMPLOYEEENGAGEMENT IMPORTANT?

Constantly having to get people up to speed is frustrating
and damaging for the bottom line of the business.
(Jonathan Bedford, Sodexo UK)

Employee turnover is just one symptom of a disengaged workforce. But let’s takean optimistic look at things. Get your engagement strategy right and the rewards
are HUGE...

18

SIX BENEFITS OF
EMPLOYEE ENGAGEMENT
01 PRODUCTIVITY
Productivity is at the top of most boardroom
agendas. There’s no ignoring its importance, andthe role of employee engagement in driving
better results.

TEAMS WITH HIGH EMPLOYEEENGAGEMENT RATES ARE 22%
MORE PRODUCTIVE.
(Gallup)Bain and Company’s Michael Mankins describes productivity as “doing
more with the same”, as opposed to the concept of efficiency which hesuggests is “doing more with less”.

PRODUCTIVITY IS ABOUT EXPANDING
THE OUTPUT, IN ORDER TO DELIVER
GREATER TOP-LINE GROWTH FROM THE
SAME WORKFORCE.
(Michael Mankins)

Employers want to get more from their workforce without making
cutbacks on overheads, wages, employee numbers and man hours.
It’s key to business growth.
19

PART TWO: WHY IS EMPLOYEEENGAGEMENT IMPORTANT?

02 EMPLOYEE RETENTION
The CLC reports that highly engaged organisations havethe potential to reduce staff turnover by 87%. Whichis great news. Employee churn is one of the biggest
problems facing organisations.

IT TAKES EMPLOYERS AN AVERAGE
OF 28 WEEKS TO GET A NEWRECRUIT UP TO SPEED.
(Oxford Economics)

A 2016 study by Deloitte found an eyewatering two-thirds of millennials hope tohave moved on to another employer by
2020. In the UK alone, this figure rises
to 71%.
While 47% of Millennials think SMEs are theideal business size to work for (comparedto the 19% who cited larger companies are
the ideal size), most are still unable to keep
hold of their best talent for any longer than
4 years. (Sodexo Engage Survey)
Iain McMath explains, “although big
businesses are having trouble attracting thebest candidates, they’re more likely to keepthem once through the door.”

40 TO 50% OF THE
WORKFORCE ARE
MILLENNIALS. IF YOU’RENOT TAKING CARE OF
A BIG CHUNK OF YOURWORKFORCE NOW, THEN
YOU’RE ALREADY BEHINDYOUR COMPETITORS.
(Dimple Agarwal)‘Job-hopping’ is a growing trend. In fact,
45% of employees are planning to staywith their employer for less than two years.
This isn’t the baby-boomer era anymore.
The modern workforce is far less willing tocommit long term to their organisation.

Employers must work harder than everbefore to retain employees – especially top
talent. But those who manage it will getahead in a feisty global market.

20

It might seem obvious, but low employee
attendance is bad for business.

03 ATTENDANCEAon Hewitt report that companies with highly engaged
staff find employees taking an average of 7 absencedays a year. As opposed to low engagement companies
who log an average for 14 days per employee.
However, we’re seeing some promising improvement in this space, with UK
workers in 2017 recording their lowest rate of sick days (4.3) since records
began (Office for National Statistics).

BEHIND EVERY SUCCESSFUL
ORGANISATION IS ITS PEOPLE.

BY ESTABLISHING AND NURTURING A POSITIVE WORKINGENVIRONMENT THAT PRIORITISES OPEN AND INSPIRINGCOMMUNICATION, WE CAN KEEP PEOPLE HEALTHY AND
MOTIVATE THEM TO COME INTO WORK WITH VIGOUR.

From a cheeky sick day to something
more serious, like stress-related illness orworkplace injuries, absenteeism impacts
on productivity. It also puts pressure on
engaged employees too, those who are left
to pick up the slack and are put at risk of
becoming disengaged, should they see noefforts made to improve attendance acrossthe organisation.
However, with the right strategy in place,
one that takes an effective approach to
employee wellness and motivation, thesescenarios are potentially avoidable.

HIGHER WORKPLACEENGAGEMENT LEADSTO 37% LOWER
ABSENTEEISM AND
41% FEWER SAFETY
INCIDENTS.
(Gallup)(Jacquie Mills, Head of Client Operations, Employee Benefits at Sodexo)

21

PART TWO: WHY IS EMPLOYEEENGAGEMENT IMPORTANT?

04 INNOVATIONFor SMEs and startups, innovation has
become a necessity in order to survive andthrive. We see small businesses constantly
rocking the boat and disrupting markets.
Delivering new technology and service
concepts with small, close-knit teams andan agile set up.
This is more than a minor nuisance for large corporations
who, despite having the financial clout to aggressively
develop new products, still regularly come up against
roadblocks to creative thinking and innovation due to theircomplex hierarchies and process driven strategies.

RESEARCH INDICATES THATWORKPLACE ENGAGEMENT
IS A POWERFUL FACTOR IN
CATALYSING “OUTSIDE-THEBOX” THINKING TO IMPROVEMANAGEMENT AND BUSINESSPROCESSES AS WELL AS
CUSTOMER SERVICE.

The grass may be greener for small businesses
in terms of agile innovation, but the fact still
remains that a disengaged workforce is a lesscreative one. Whether you’ve got 5 people or 500
employees, the innovative thinking that drives
business growth starts at grassroots level.
Engaged employees are more open to sharing
their best ideas – and ideas are priceless.

59% OF ENGAGED EMPLOYEESSAID THEIR JOBS BRINGS OUT
THEIR MOST CREATIVE IDEAS
AS OPPOSED TO 3% OF THOSELESS ENGAGED.
(GMJ)(Gallup)22

05 REPUTATION AND RECRUITMENT
When employees become advocates for yourorganisation, when they really believe in thebusiness, they take their work home with them – andnot just in the literal sense.

HIGHLY ENGAGEDEMPLOYEESARE MORE THAN FIVE TIMES AS LIKELYTO RECOMMEND THAT A FRIEND OR RELATIVEAPPLY FOR A JOB AT THEIR COMPANY.
(Temkin Group)23

PART TWO: WHY IS EMPLOYEEENGAGEMENT IMPORTANT?
Engaged employees are an employer’s biggest asset
and those who fail to understand this will push theircompany’s reputation into decline.
Just look at Uber – one of the biggest disruptors since
the turn of the millennium. The innovative global taxi
business was renounced by the Chair of the Work andPensions Select Committee, Frank Field, in 2016 fortreating workers as Victorian-style “sweated labour ”.
Good or bad – word spreads.
Employers can transform their workforce into a teamof relentless ambassadors by prioritising welfare andnurturing a culture of engagement.
What’s more, businesses with highly engaged
employees receive 100% more job applications(Queen’s School of Business), meaning greater chanceof finding top talent.

67% OF ENGAGED EMPLOYEES ARE
HAPPY TO ACT AS ADVOCATES FOR
THEIR ORGANISATION, COMPARED TO
3% OF DISENGAGED EMPLOYEES.
(Gallup)24

06 CUSTOMER RETENTION
Inspiring engagement, andeducating people to help themwork smarter, will boost boththe employee experience and thecustomer experience.
Cvent’s benchmark study found that “customer
retention rates are 18% higher on averagewhen employees are highly engaged”. Which,when you think about it, isn’t allthat surprising.

70% OF ENGAGEDEMPLOYEES HAVE A
GOOD UNDERSTANDING
OF CUSTOMER NEEDS,COMPARED TO JUST 17% OF
DISENGAGED EMPLOYEES.
(Right Management)

Engaged employees know their organisation
inside-out. They’re au fait with the purpose andvalues. They’re passionate about the mission,and have a greater understanding of theaudience the business is trying to reach.
By adopting an employee-focused culture,organisations will empower their staff tobuild better customer relationships throughknowledge and empathy for the buyer’s needs,
and a genuine desire to help them.

ENGAGED EMPLOYEESARE RESPONSIBLE FOR 80% OF
CUSTOMER SATISFACTION.
(David MacLeod and Nita Clarke)

If a customer sees that the employee cares
about both them and the organisation, they’remore likely to care too. This isn’t just a ‘nice tohave’ either. An improved customer experience
will drive sales, satisfaction andrepeat purchase.
It humanises the process and makes goodbusiness sense.

25

PART TWO: WHY IS EMPLOYEEENGAGEMENT IMPORTANT?

THE NOT-SO-SECRET SEVENTH BENEFIT
Less of a benefit, more of aconsequence, profitability is thenumber one reason for businessgrowth. But it has to be earned – inmore ways than one.
Like most things in life, you get what you put
in, profitability is merely the tangible result at
the end of the tunnel. It’s the chief measureof how financially effective you and yourteam have been during the year, and a key
benchmark for how much you’ve invested
in employees.

INCREASING EMPLOYEEENGAGEMENT INVESTMENTS BY
10% CAN INCREASE PROFITSBY $2,400 (£1785) PER
EMPLOYEE PER YEAR.
(Workplace Research Foundation)

Research from Gallup shows that companies
with engaged workforces have higher earnings
per share, and recovered from the recession ata faster rate.

In an unpredictable economic climate, engaged
workforces are better prepared to stand firm,
and actually empower their organisations. Not
just to keep their heads above water, but tolead the way in national and international
financial healing.

WORK UNITS IN THE TOP
QUARTILE FOR EMPLOYEEENGAGEMENT OUTPERFORMED
BOTTOM-QUARTILE UNITS BY
10% ON CUSTOMER RATINGS,
22% IN PROFITABILITY.
(Gallup)

Following the UK’s decision to leave the EU, a
CIPD study revealed that 44% of UK employees
feel “pessimistic” about the future, and 22%
less secure in their job roles.
With Brexit looming large, organisations will
be bracing themselves for the unexpected. But
those who are able to cultivate engagement
through a differentiated employee experiencecan move forward into a new era withconfidence and swagger.

26

PART THREE:
DIFFERENTIATING THE
EMPLOYEE EXPERIENCECONNECTED EMPLOYEES,DISCONNECTED EXPERIENCE
Employee engagement initiatives are siloed. It’s a chronic
epidemic that’s seen the spread of a disjointed employee
experience that breeds greater disengagement.
Employees need stop atomising their approach to engagement. From culture
to career progression, the overall employee experience (aka every interaction an
employer has with their organisation) is the focal point.
It’s everything that impacts on the workforce. The end-to-end experience that will
ultimately decide whether or not a person becomes engaged in their job.

27

PART THREE: DIFFERENTIATING THE
EMPLOYEE EXPERIENCE

Research from Deloitte suggests that nearly 80% of
executives rate employee experience as ‘very important’.
However only 22% report their companies as being
excellent at building a differentiated experience.
Fusing together siloed initiatives such as performance
management, goal setting, diversity, inclusion, wellness,
workplace design and leadership, employers can begin todesign and deliver an inclusive, personalised, downrightirresistible experience.

THE MODERNWORKFORCE SEESEVERYTHING THATHAPPENS AT WORK
AS AN INTEGRATEDEXPERIENCE

THAT IMPACTS DAILY LIFE IN AND OUTSIDE
THE WORKPLACE, INCLUDING OVERALLPHYSICAL, EMOTIONAL, PROFESSIONAL,
AND FINANCIAL WELL-BEING.
(Josh Bersin)

28

CONNECTING THE DOTS
PRODUCTIVE, POSITIVE EMPLOYEEEXPERIENCE HAS EMERGED AS THE NEW‘CONTRACT’ BETWEEN EMPLOYER AND
EMPLOYEE.
(Deloitte)

By the start of next decade, Millennials will form 50% of the global
workforce (PWC). The employee demographic has changed and somust the employee experience.

29

PART THREE: DIFFERENTIATING THE
EMPLOYEE EXPERIENCEMILLENNIALS HAVE A DIFFERENTWAY OF LEARNING, COMMUNICATING
AND ENGAGING. TECHNOLOGY HASGIVEN THEM, QUITE LITERALLY, A
WORLD OF INFORMATION AT THEIR
FINGERTIPS. THEY EXPECT SPEED,EASE, EFFICIENCY AND MOBILITY IN
EVERY ASPECT OF THEIR LIVES.

Things are more complex than ever, and the demands canbe overwhelming.
With technology bringing constant connectivity, we find it
increasingly difficult to mentally clock out from our jobs. As Iain
Thomson explains, “We’re now in a culture where we expect people,
even when they’re on holiday, to be answerable – online, checking
their phone, checking their emails. We’ve lost that senseof downtime”.

WHILE IN EARLIER GENERATIONS YOU
REALLY “WENT TO WORK” AND THEN “WENTHOME” WITHOUT BRINGING WORK HOME,WORK TODAY IS A 24-HOUR ALWAYSON EXPERIENCE.

(Sodexo, The Millennial Mindset)(Josh Bersin, Deloitte)

Like it or not, our jobs have become a bigger part of our wider lives,and so our experience as employees should support this.
Of course, HR still has an intrinsic role to play. But there’s a growing
demand for a more holistic approach. It’s time to connect the dots
and create a core strategy that goes back to the bare bones of theorganisation and what it stands for.
This is a movement, not a tactical gambit. Employers must live
their values, align business decisions with employee demand forwork-life balance and hand responsibility to people across theorganisation by building well-considered workstreams.
30

ORGANISATIONSARE DEVELOPING AN
INTEGRATED FOCUS ON
THE ENTIRE EMPLOYEEEXPERIENCE, BRINGINGTOGETHER ALL THE
WORKPLACE, HR, AND
MANAGEMENT PRACTICESTHAT IMPACT PEOPLE ON
THE JOB.
(Deloitte)

Just as brands meticulously map out the customer
experience, employers must realise the importanceof a seamless employee experience, look at it fromboth a personal and professional perspective,
and listen to their workforce.

31

PART THREE: DIFFERENTIATING THE
EMPLOYEE EXPERIENCEOVERCOMINGHURDLESAND ROADBLOCKS

59% OF SURVEYRESPONDENTS REPORTTHEY ARE NOT READY OR ONLY SOMEWHAT READY TO
ADDRESS THE EMPLOYEE EXPERIENCE CHALLENGE.
(Deloitte)

Of course, building a differentiatedemployee experience doesn’t come without
its fair share of challenges. The barriers
facing organisations of all shapes and sizes
include resource, perceived cost, and conflictwith other business priorities.

32

This isn’t a fluffy employment scheme. It’s anorganisational shake up. It’s an examination of
everything the business does for its workforce, how it can
improve, and what measurables need to be in place inorder to gauge success.
Let’s explore some of the key challenges...
IT’S BECOME AN AFTERTHOUGHT
For many, the employee experience is not yet a central
strategy, which is troubling as it means that most HR
leaders aren’t being given the support they need and it
fast falls down the agenda.
People are often quick to pass the buck too. Engagement
needs to become a specific, measured objective thatpeople across the business are made accountable for.
THERE’S LITTLE INVESTMENT
Organisations are underprepared and often unwilling toinvest in the employee experience because not only is
it costly, but it can also upset the status quo. It causes
employers to ask awkward questions and ruffle feathers.

It takes a bit of time to get the wheels moving, but seniorteams can begin to drive positive change by giving itsuitable air time at board level and starting withsmall changes.

IF YOU DON’T HAVE ADVOCATESIN THE LEADERSHIP TEAM,PERMEATING RIGHT THROUGH
THE INFRASTRUCTURE OF THE
BUSINESS, THEN IT BECOMES VERYDIFFICULT TO EMBED ANY KIND
OF SOLUTION OR PROGRAMMEWITHIN THE ORGANISATION OR THE
ORGANISATION’S CULTURE.
(Jonathan Bedford, Sodexo UK)

OLD SCHOOL DOESN’T WORK
HR and management teams are using outdated tools andapproaches to affect and measure modern engagement
strategies. It’s important to not get stuck in the past. To
stay relevant, companies should look to constantly revise
the why and how behind the tools they’re using.
Pulse survey tools bring ongoing employee feedback.
Project management software streamlines collaborative
tasks. Digital recognition programmes help us
to celebrate and reward employees, all the whilebenchmarking engagement.
MISCOMMUNICATION
It’s simple. If the employee experience is communicatedin an ambiguous way, it becomes muddied. Employees
are likely to misinterpret the mission and values of theorganisation, and feel disconnected from the message
and/or whatever’s being asked of them.
Everyone is different, so communications should betailored for individual teams and employees. Managers,
in particular, need to hone their key messages and deliver
them to the workforce in engaging ways.

33

PART THREE: DIFFERENTIATING THE
EMPLOYEE EXPERIENCEWHAT EMPLOYEES NEED:THE ‘ESSENCE OF MEANING’PEOPLE ARE DRIVEN BY AUTONOMY, MASTERY AND PURPOSE.
(Daniel Pink)

Professor of Psychology and Behavioural Economics Dan
Ariely says there is a “naive and simplistic intuition thatpeople are like rats in a maze that only care about money”.
Any employer who assumes this to be true will never truly engage theirworkforce, because above all else, it’s meaning – not money – that humans crave
the most. Without reason to do something, it becomes extremely difficult tomotivate ourselves to do it.

CASH REWARDS CAN ACTUALLYCOMMODITIZE AND DEVALUE OUR
ACHIEVEMENTS. PEOPLE CAN LOSE
THEIR SENSE OF ACCOMPLISHMENT
WHEN LED TO BELIEVE THEY ONLYDID SOMETHING FOR MONETARY GAIN.
IT CAN DEMOTIVATE US.
(Fenja Ziegler, University of Lincoln)

Ariely continues “...most employers understand the importance of
meaning, but not the weight or magnitude behind it”. Employees
care about their achievements. The fruits of our labour areimportant to us and so is the public recognition it brings.
This is often explained as the ‘IKEA Effect’. A sofa is a sofa, but if
we have to assemble it ourselves the end result means more to us.
We value our own work far more than anything else – because it isconnected to us.

34

MORE THAN A QUARTER (26%) OF ALL EMPLOYEES DON’T
FEEL THEY ARE MAKING A MEANINGFUL CONTRIBUTION
TO THE SUCCESS OF THEIR ORGANISATION.
(Move, Mould Motivate: UK Employee Engagement Survey 2017)

TO WHAT EXTENT DO YOU
AGREE OR DISAGREE WITH
THE FOLLOWING STATEMENT?
I MAKE A MEANINGFUL CONTRIBUTIONTOWARD THE SUCCESS OF MY
ORGANISATION.

36

1.80%
62

STRONGLYDISAGREE

3.10%

581

29.05%SOMEWHATDISAGREE

STRONGLY
AGREE

420

21.00%
NEITHERAGREE NORDISAGREE

901

45.05%

This reasoning aligns with Maslow’s
Hierarchy of Needs, which asserts thatbeyond safety and belonging, humans seek
esteem (confidence, achievement, respect)and self-actualisation (creativity, problem
solving, spontaneity).
These motivation factors are important
contributors to employee engagement and,as Ariely explains, come in a variety of forms
including creation, challenge, ownership,
identity and pride.

INDIVIDUALS CRAVE WORKTHAT LETS THEM LEAVE A
UNIQUE FINGERPRINT ON
THE BUSINESS.
(Dan Ariely)

This is what meaningful work provides
us with. Emotional reasoning and deep
connection to our organisation. Employees
who feel like they are simply going throughthe motions – performing cyclical, menial,
futile tasks with no end result – will likely
become disillusioned in their role.

SOMEWHAT
AGREE

35

PART THREE: DIFFERENTIATING THE
EMPLOYEE EXPERIENCEWHAT EMPLOYEES NEED: 4 MORE
ENGAGEMENT ESSENTIALS
It’s an important one, but meaning is just one part of anirresistible employee experience. According to Deloitte
there are four more elements...

01 HANDS-ON MANAGEMENT
Research by Deloitte suggests only 51% of companies even attempt to developaligned goals and, among those, only 6% revisit them frequently.

By combining simple, agile goals with transparent and consistent
feedback, employers can boost performance and overall
engagement in a measurable way. But when only 21% saythey are set ‘specific’ goals and targets (Move, Mould Motivate:
UK Employee Engagement Survey 2017), there’s a clear gap in
expectation and execution.
Organisations must invest more in their managers and rethink
the traditional appraisal system.

50
820

THEIR MANAGER HELPS THEM SET PERFORMANCEGOALS, 69% ARE ENGAGED.
(Gallup)41.00%

40

616

30
AMONG EMPLOYEES WHO STRONGLY AGREE THAT

DOES YOUR MANAGERSET YOU SPECIFIC GOALSAND TARGETS AT WORK?

20

615%
427

21.35%
138

10

6.90%

0
YES, MY MANAGER
SETS ME SPECIFICGOALS ANDTARGETS

YES, MYMANAGER SETS
ME LOOSE GOALSAND TARGETS

NO, MY MANAGER
DOES NOT SET
ME GOALS OR
TARGETSI’M NOT SURE

36

02 POSITIVE WORK ENVIRONMENT
Employees want more than a magnolia office and a monthly pay
cheque these days. They want to work in an environment in which
they can flourish.

EVERYONE HAS THE CAPACITY TO
DO REMARKABLE THINGS, IT JUSTDEPENDS ON THEIR ENVIRONMENT.
(Simon Sinek, Author of ‘Start with Why:
How Great Leaders Inspire Everyone to Take Action)

Extra amenities such as on-site gyms, medical care, and crèches
are becoming more common as the demand for a healthy work/
life balance increases.
Distinct initiatives that align to workforce needs are integral to adifferentiated experience. But a ‘positive work environment’ canmean a variety of things. From giving employees the authority tochoose when and how they work, to innovative workspace designthat enables better collaboration.

37

PART THREE: DIFFERENTIATING THE
EMPLOYEE EXPERIENCERETHINKING THE WORKING ENVIRONMENTREQUIRES EMPLOYERS TO GO BACK TO THE
DRAWING BOARD AND ASK “WHO ARE WE? WHAT
DO WE DO? HOW CAN WE IMPROVE THE WAY WE
DO THINGS?” THIS IS ABOUT CREATING SOMETHING
THAT MAKES PEOPLE SAY “WOW”(James Malia, Sodexo UK)

38

PART THREE: DIFFERENTIATING THE
EMPLOYEE EXPERIENCE

03 GROWTH OPPORTUNITY
It’s not news that young people putlearning, development and progression
high among their top motivators. But that
doesn’t mean all employers are creating
the right opportunities for their employees.

Young, ambitious professionals are everywhere. Hungry to learn, develop
new and existing skillsets, and climb the ladder – they’re not prepared tostick around for long if they do not see themselves progressing.
For employers looking to hold onto their talent, this doesn’t mean
micro-managing. It means organising relevant training and empowering
employees to learn for themselves.

MILLENNIALS ARE DRIVEN BY HOWSUPPORTED AND APPRECIATED THEY
FEEL, AND HOW MUCH POSSIBILITY
THEY HAVE.
(Anna Donovan, PWC)

39

ORGANISATIONS WITH A STRONGLEARNING CULTURE HAVE 3050% HIGHER ENGAGEMENT AND
RETENTION RATES.
(David Mallon)

40

04 TRUST IN LEADERSHIPManagers must become better leaders.
Dynamism and empathy will help motivate andinspire their workforce. But first and foremost
it’s honesty and transparency they need todemonstrate.
Fall at this hurdle and all respect is lost.

83% OF EMPLOYEES EXPERIENCED A
MORE POSITIVE WORK ENVIRONMENTWHEN THEY FELT THERE WAS TRUST IN
THEIR MANAGERS/ORGANISATION
(IBM)

41

PART THREE: DIFFERENTIATING THE
EMPLOYEE EXPERIENCETO WHAT EXTENT DO YOU AGREE
OR DISAGREE WITH THE FOLLOWINGSTATEMENT?
I TRUST MY MANAGERS AND SENIOR MANAGER TO MAKE THE
RIGHT DECISIONS AND TREAT ME FAIRLY.

796

39.80%

40
Trust is a hard-earned thing – it takes time.
Leaders are judged by their everyday decisions,
their treatment of employees and their ability tobuild meaningful relationships with employees,
and communicate effectively.
For an organisation’s engagement strategy tohave its desired impact, line managers need tolearn new skills and get a grip on what it means
to be a role model, a mentor and coach...

35
30

514

25.70%

25
20

328

16.40%

15

ONLY 17% OF EMPLOYEES ‘STRONGLY
AGREE’ THAT THEY TRUST THEIR LINE
MANAGER TO TREAT THEM FAIRLY AND
MAKE THE RIGHT DECISIONS.
(Move, Mould Motivate: UK Employee Engagement Survey 2017)

207

10.35%

10

155

7.75%

5
0
STRONGLYAGREE

SOMEWHATAGREE

NEITHERAGREE ORDISAGREESOMEWHATDISAGREE

STRONGLYDISAGREE

42

PART FOUR: THE UNDENIABLE
IMPORTANCE OF MANAGEMENTUNDER-TRAINED AND UNINSPIRING“Many line managers today do not understand what it takes to engage theiremployees”, says Iain Thomson. “Far too often we see people handed these roles
based on their current skillset. The thinking being: if you’re good at your job, you
get ‘made the manager’. But the reality is that effective management requires a
specific skillset that doesn’t always come naturally”...
You may have heard of the phrase ‘People leave managers, not companies’. It’strue. The ongoing relationship between line managers and employees is vital.
These are the people employed to motivate and inspire the workforce. They
are in constant communication with employees, the first point of call, and theindividuals responsible for training and developing talent within the organisation.

THE SINGLE BIGGEST DECISION YOU MAKE IN YOURJOB – BIGGER THAN ALL THE REST – IS WHO YOU NAMEMANAGER. WHEN YOU NAME THE WRONG PERSONMANAGER, NOTHING FIXES THAT BAD DECISION. NOTCOMPENSATION, NOT BENEFITS – NOTHING.
(Jim Clifton, CEO, Gallup)

Senior leadership’s ability to find and hire the right individuals for these
oh-so important roles is just as important. Choosing candidates wholack the fundamental know-how and people management skills to spurengagement is a big mistake to make.

MANAGERS ACCOUNT FOR 70%
OF VARIANCE IN EMPLOYEEENGAGEMENT SCORES.
(Harvard Business Review)

43PART FOUR: THE UNDENIABLE
IMPORTANCE OF MANAGEMENT
The role of a manager is complex and demanding. Employees don’t
respond well to the traditional authoritarian approach anymore,
as Gallup’s Jim Clifton explains, “The role of an old-style boss iscommand and control. Millennials care about having managers who
can coach them, who value them as both people and employees, andwho help them understand and build their strengths.”

80% OF THOSEDISSATISFIED WITH THEIRMANAGERS ARE ALSODISENGAGED FROM THEIREMPLOYERS.

A LEADER’S JOB ISNOT TO DO THE WORKFOR OTHERS,IT’S TO HELP OTHERS FIGURE OUT HOW TO DO
IT THEMSELVES, TO GET THINGS DONE, AND TO
SUCCEED BEYOND WHAT THEY THOUGHT POSSIBLE.

(Dale Carnegie, Author of How to Win Friends and Influence People)

We know there’s a defunct relationship between most managers andtheir teams. Employees demand real leaders. People who’ll light theway, advocate a culture of constant learning and give them everything
they require to do an exceptional job.

(Simon Sinek, Author of ‘Start with Why: How Great Leaders
Inspire Everyone to Take Action)

44

HOW TO MANAGE
MANAGERS
It might seem ironic, but managers
need to be managed. Just like every
other employee, behind the job title areidiosyncratic individuals who require
training and emotional engagement.

EMPLOYEES WHO ARE
SUPERVISED BY HIGHLY ENGAGEDMANAGERS ARE 59% MORE LIKELYTO BE ENGAGED.
(Gallup)45

People learn how to lead from their bosses. It’s absolutely essentialthat C-Suite executives, and other prominent senior team members,
grasp the gauntlet in making certain their managers understand how
to fulfill their role effectively.
Professor of Management at Dartmouth’s Tuck School of Business,
Sydney Finkelstein, is quick to point out that “in some ways,
managing managers is similar to managing anyone else – you needto align their goals with yours, provide feedback, and help themadvance their careers”.
But managers also need to learn how to become leaders.

PEOPLE MANAGERS OR TEAMSLEADERS ARE DEFINED BY
THE FACT THAT THEY ACHIEVERESULTS THROUGH OTHERS.

SO THE MOST FUNDAMENTAL THING FOR THEM TO
NAIL IS TO SUPPORT THEIR PEOPLE TO DO THE BESTTHEY CAN.
Jonny Gifford, Senior Advisor, Organisational
Behaviour at CIPD

Employers can enable managers to develop
skill through training, courses and conferences
outside of the immediate work environment
But ultimately, it’s their presence and ongoingguidance that has (by far) the biggest impact.
In our recent eBook Boost the Best Behaviours:
The Ultimate Guide, former England Rugby
captain, and Sodexo Ambassador, Matt Dawson
outlined some key principles that are importantto remember when training managers to
become leaders…

“Take time out to understand what makes
people tick. It creates more empathy aroundthe relationships, and that gives you faithand trust from the people around you.”
Take some time out to get acquainted with whatmanagers are doing day-to-day and put the onus
on coaching. Observe them, get to know themfor who they are, and show them you’re there tohelp, not scrutinise. Ask them how they’re doing
and how they think they can improve.

“Creating a positive business culture starts
with humility and being ready to learn fromanyone and everyone.”
This is all about leading by example – or walking
the talk – and can be applied to practicallyanything you do while managing your managers.
If you want them to do something in a certain
way, make sure you’re doing it that way too.
No-one’s perfect, so ask your managers for
feedback on what they think about your training.
This allows for an open and honest relationship,
and the creates a more effective management
training experience. You never know, they might
have some priceless suggestions.

46

Get a fresh understanding by talking to their team and bring somecontext to your coaching. By getting to know who it is they’remanaging you can better advise them on how to motivate their people
and develop their approach.
“If a culture is forced upon you and it is not something you
truly believe in, it will be very difficult to drive that culture
because you don’t feel like you own it.”
People don’t tend to respond well to micro-managing. If you want yourmanager to feel engaged and driven in what they’re doing, offer themguidance, take a step back, give them the freedom to develop their own
identity as a manager. Don’t dictate exactly how they should manage.
Managers who receive verbal slaps on the wrist in front of the teamlose face and authority. If you need to criticise them, for whateverreason, do it in private and clearly explain what they’ve done wrong.
On the flip side, be sure to praise them in public when it’s deserved.

47

PART FOUR: THE UNDENIABLE
IMPORTANCE OF MANAGEMENTMANAGEMENT PRACTICES FOR
BETTER EMPLOYEE ENGAGEMENT
In the pursuit of employee engagement it’s often easy tooverthink the basics. Principal and Founder of Bersin by
Deloitte, Josh Bersin, believes we need to “keep it simple”
for line managers looking for a better approach...
■■ Are people in the right roles?
■■ Are they getting the support they need?
■■ Do they know what’s expected of them?
■■ Do they have clarity on where to focus?
■■ Are you talking with them regularly?
■■ Do they feel a sense of teamwork?

These are all simple questions that form the bedrock of a solid people
management strategy. From here managers can refine their messages
and shape the way they approach each and every employee’s individual
needs at the coal face.
Where problems run awry is when essential management practices
go neglected...

48

MEANINGFUL COMMUNICATION
Keeping a constant, open line ofcommunication is fundamental. The
employee-employer relationship either
thrives or dies on management’s ability tocommunicate effectively.

17% OF PEOPLE OF SAY THE
FEEDBACK THEY RECEIVE FROMMANAGERS IS MEANINGFUL.
(Gallup)Research from Gallup found that “employees whose managers hold regularmeetings with them are almost three times more likely to be engaged”.
It’s no coincidence. Managers must maintain an ongoing dialogue aroundperformance, company culture, and the tasks and projects their teams
are involved in - all the while aligning these discussions with the vision of
the company.

COMMUNICATION NEEDS TO
BE PERSONAL.
HUMANS ARE SOCIAL BEINGS AND WE PUT REAL ONUS
ON FACE-TO-FACE INTERACTIONS. MANAGERS SHOULD

BE PREPARED TO ORGANISE REGULAR ONE-ON-ONE
MEETINGS WITH EMPLOYEES, AS WELL AS TEAM MEETINGS
WHERE TRANSPARENCY IS THE PRIORITY.
James Malia, Sodexo UK

49

PART FOUR: THE UNDENIABLE
IMPORTANCE OF MANAGEMENT

Feedback is a huge part of this, as Gallup’s Jim Clifton explains, “...the way millennials communicate (texting, tweeting, Skype, etc)
is now real-time and continuous. This dramatically affects theworkplace because they are accustomed to constant communicationand feedback.”
But when the Move, Mould Motivate: UK Employee Engagement
Survey 2017 revealed that 51% of employees still have four or lessone-to-ones with their manager per year, it’s clear that managers areunderestimating, or simply ignoring this demand.

LEADERSHIP IS A WAY OF
THINKING, A WAY OF ACTING
AND, MOST IMPORTANTLY, A WAY
OF COMMUNICATING.
(Simon Sinek, Author of ‘Start with Why: How Great
Leaders Inspire Everyone to Take Action)

Employees yearn for regular, honest discussions
about their progression, their role in the company,and how they can improve. Managers who deliver
this will help to create the free-flowing, supportive,
tolerant environment needed to inspire engagement.
ONCE A WEEKONCE AOR MOREFORTNIGHT
OFTEN

ONCE AMONTH

ONCE EVERY ONCE EVERY ONCE A YEAR
3 MONTHS
6 MONTHS
OR LESS
OFTEN

NEVER

Keep it human to human.

50

FOCUS ON STRENGTHS
A 2002 study, from Harter and Schmidt, foundthat workplaces with a higher percentageof employees, who indicate they “have theopportunity to do what they do best everyday”, are 38% more productive, and see a 44%
increase in employee retention.
This doesn’t this mean managers should sweep employee
weaknesses under the rug. But in understanding how best toleverage their employees abilities, and encouraging them todevelop their strengths into outstanding skills, managers canbuild an engaged and talented team.

THE BEST EMPLOYEES DON’T WANTTO BE CODDLED; THEY WANT TO
MATTER. THEY WANT TO BE PARTOF SOMETHING GREATER THAN
THEMSELVES, AND THEY WANT TOKNOW HOW THEY CONTRIBUTE TOTHAT SOMETHING.
(Brian Brim and Jim Asplund)We know people long for meaningful work – and only whenemployees feel valued do they become engaged in their roles.
They need freedom to apply their strengths in their work to feel
utilised within the organisation.
It’s no wonder then that Gallup report ‘61% of employees inteams led by managers who focus on strengths are engaged’. It
makes perfect sense.

51

PART FOUR: THE UNDENIABLE
IMPORTANCE OF MANAGEMENT

78% OF EMPLOYEES FEEL THEY ARE
MAKING A DIFFERENCE AND APPRECIATED
WHEN MANAGERS FOCUS ON THEIRSTRENGTHS OVER THEIR WEAKNESSES.
(The VIA Institute on Character)

For the employee this inspires a new-found belief and trust in their seniors. It instills confidence
in people, and encourages the creativity and engagement necessary for business growth.

52

NURTURE TEAMS AND MICRO-COMMUNITIES“Observing herd behaviour and ‘social norms’ shows
us just how influential our peers can be on the way
we behave”, says Fenja Ziegler. “Powerful and primal,
the desire to follow the crowd and fit into what you
perceive as normal behaviour can have both positive
and negative repercussions.”
This can prove dangerous in some scenarios, as one disengaged
employee can disrupt a whole team. However, it also represents anopportunity for managers to create highly-fused and collaborative
teams that fulfil their potential.

53

PART FOUR: THE UNDENIABLE
IMPORTANCE OF MANAGEMENTAS LONG AS INDIVIDUALS ARE AWARE OF THE
WORLD OUTSIDE OF THEIR TEAM IN THE BROADER
BUSINESS, THEIR ROLE WITHIN IT AND THE IMPACT
THEY ARE HAVING, THEY SHOULD BE GIVEN THE
FREEDOM TO BOUNCE OFF EACH OTHER. WE
NEED TO ENABLE CREATIVITY AND AUTONOMYWITHIN SMALLER TEAMS IF WE WANT TO
NURTURE THEIR ENGAGEMENT.
(James Malia, Sodexo UK)

Conflict resolution, job delegation, and recognition are key skills
that drive effective engagement. This is about understanding bothindividual and team needs.

97% OF EMPLOYEES AND EXECUTIVESBELIEVE A LACK OF ALIGNMENTWITHIN A TEAM DIRECTLY IMPACTS
THE OUTCOME OF A TASK OR PROJECT.
“Within the wider business community, smaller micro-communities naturally
develop, and with it teams of people, who collaborate with each other every day.”says James Malia.
People grow comfortable in their environment and become familiar with those aroundthem. Introducing the wrong type of person can unsettle things. Which is why, whenrecruiting and onboarding employees to these micro-communities, managers must
consider their personality, their work-style, and the impact they’re going to have.
As Malia explains, “Interviews these days are focusing less on what people’s skills are– although this is obviously important. What employers are now looking at is actually,
whether they think the person be a good fit for this business. Would they be a good fit
for our culture? Would they fit into that team?”54

PART FIVE: BECOMING THE‘EMPLOYER OF CHOICE’START BY LISTENING“The professional climate is changing” says Iain Thomson.
“We’re seeing the pendulum swing back in the favour of theemployee. It’s now down to employers to create something
exceptional – culture, talent management, and engagement
are all a part of this. Becoming the ‘employer of choice’ willbe the biggest boardroom conundrum over the next decade.”
It all starts with listening. Lifting up the bonnet and finding out exactly what’s
going on.

55

PART FIVE: BECOMING THE‘EMPLOYER OF CHOICE’GOOD LISTENERS HAVE A HUGE ADVANTAGE. FOR ONE,WHEN THEY ENGAGE IN CONVERSATION, THEY MAKE
PEOPLE ‘FEEL’ HEARD. THEY ‘FEEL’ THAT SOMEONEREALLY UNDERSTANDS THEIR WANTS, NEEDS AND
DESIRES. AND FOR GOOD REASON; A GOOD LISTENER
DOES CARE TO UNDERSTAND.
(Simon Sinek)

56

EFFECTIVE LISTENING STRATEGIES
01 PULSE SURVEYS

03 ONGOING FACE-TO-FACE FEEDBACK

Pulse surveys are the natural successor to traditional annual surveys.
Anonymous or not, they enjoy high response rates, allow employers tomonitor real-time employee feedback, and help to gauge key engagement
KPIs such as advocacy.

Simple, human and immediate. Employers can use employee performance reviews
and team meetings as an opportunity to get honest, face-to-face feedback. Leavers
should also have a say on the matter. Why are they leaving? How could the company
have supported them better?

Meaning organisations can make better informed decisions and nurture aculture of transparency and continuous improvement.

But it’s up to managers to ensure employees feel comfortable and ready to share.

02 FEEDBACK PLATFORMS/SUGGESTION BOXESAs James Malia explains, “If everyone sits there feeling a bit timid – scared to sticktheir head above the pulpit – you’re never going to get anywhere. Your employees andtheir ideas are just as important as anyone else’s in the business. Remove that senseof impending doom.”

Give employees a greater voice by creating a dedicated space where they
can air their qualms, queries, suggestions and concerns. Online feedback
platforms or physical suggestion boxes can both prove effective in this sense.
This may seem old school, but it lets people know their feedback is welcome
at any time and encourages engagement with key subjects.

57

PART FIVE: BECOMING THE‘EMPLOYER OF CHOICE’EMPLOYEES WANT AN
EFFECTIVE VOICE WITHINTHE EMPLOYMENTRELATIONSHIP.
IT’S A NATURAL, HUMAN THING FOR US
TO WANT OUR VOICE TO BE HEARD. IT
ALSO MEANS WE HAVE SOME DEGREE OF
SELF-DETERMINATION OR INFLUENCE IN
OUR WORKING LIVES.
(Jonny Gifford, CIPD)

58

BE INSPIRATIONAL
Employees expect a lot of things from theiremployers. It’s what they don’t see comingthat impacts them most, hits them in the gut
and drives emotion.
It’s the unexpected which jolts people from their tired
perceptions. Unique benefits and personalised rewards
have the power to position an organisation as a desirable,
thoughtful employer, and create the remarkable momentsthat inspire.
Think outside the box and give employees something positive
to talk about.

59PART FIVE: BECOMING THE‘EMPLOYER OF CHOICE’
WHAT YOU’RE TRYING TO
DO IS OFFER SOMETHING
THAT BENEFITS EVERY SINGLEONE OF YOUR STAFF. TAILORYOUR INITIATIVES TO THEIDIOSYNCRASIES OF YOURWORKPLACE, AND MAKE IT SO
THE PEOPLE WHO WORK WITHINYOUR ORGANISATION ARE THE
ENVY OF EVERYBODY.
(James Malia, Sodexo)■■

One International Licensing Agency realisedthat employees were struggling to get home
at a reasonable time at the end of the week
due to nightmare traffic. So the organisation
decided instead to let everyone leave at 3pm
on Fridays. This meant employees could avoid
the added stress of rush hour and got moretime spend to spend with their loved ones.
Others have started offering 3 and 6 monthsabbaticals to loyal employees, who wantto take some time out from their manic
professional lifestyle to travel the world, butalso return to the company at the end of it.

This is about facilitating work-life balance andunderstanding that people have goals anddreams outside of their jobs.
■■

A UK manufacturing company scrapped theirclock in/out system as it was creating queuesthat were forcing employees to arrive half anhour, and leave half an hour late each day.
With the policy gone, the bonds between
colleagues shone through. Everyone made surethey were on time to relieve the person they
were replacing. It was nothing to do with thecompany, it was all to do with the team. They
felt even more responsible to do right by theircolleagues and trusted by their employer.
And for an exemplary example there’s nobetter place to look than Google. Their ‘20%time’ initiative guarantees that employees getto spend one-fifth of their time to working on
their own projects. This empowers them tobecome innovative thinkers and more focusedin their roles.

Employers are often so busy fretting overprocesses and productivity that they neglect
to see what’s right in front of them. They overcomplicate things when people justwant simplicity.
It’s a breath of fresh air in a hectic world.

60

RECOGNISE AND REWARD
According to Josh Bersin and Deloitte’s
research, “High recognition-cultureorganisations have 30% lower voluntary
turnover than those who just ‘push people toperform’ without regular recognition. Social
recognition and praise have a big role to playin employee engagement.”

We also need to keep it human, as James
Malia explains:

Employers need to take time and care to observe eachindividual’s performance, ensure these motivational
interactions take place on a daily basis, and give credit where
credit’s due.

“Recognition should always be a personal thing.
Employers who can’t encapture this in theirmessaging, making it as human as possible, will only
alienate their team.”“Don’t blanket email your teams all the time,
asking how they are. Yes, it’s important to do thatsometimes because it’s a nice ‘just thinking aboutyou’ – but it’s impersonal. Pick up the phone, have aconversation with them. Better still, speak to themface-to-face...”Malia continues, “...it doesn’t have to be a formal oneto-one every time, and can often just be an informal
conversation. The danger is that contact between
people can become far too automated. More regular,
but less personal isn’t the way it should be. People
will suddenly see that they’re no longer being treatedas an individual, instead they’re being treated as acog in the company.”

WE LIVE IN A BUSY WORLD WHEREPEOPLE HAVE COME TO EXPECT A LOT OF
THEMSELVES. ALL THEY REALLY WANT IS
TO BE TOLD THEY’RE DOING THE RIGHTTHINGS. RECOGNITION STIRS POSITIVEEMOTION IN US — AND MORE OFTEN
THAT NOT, A SIMPLE THANK YOU IS MORE
THAN ENOUGH.
(Ian Hodson, Head of Reward, University of Lincoln)

One study from Dan Ariely found that “Ignoring theperformance of people is almost as bad as shredding
their effort before their eyes”. However our research
has revealed that 34% of employees do not feelrecognised at all by their managers.
“Organisations need to create that habit of saying
thank you”, explains Iain Thomson. “If we fail toformalise it, those exceptional employee stories
that go on in every company, everyday, get lost.
Recognition programmes enable us to find andcelebrate the stories that define our company culture
and influence others to change their behaviour.”
From public praise to a private ‘well done’, thesesmall, but significant, social nods can make all
the difference…

61

PART FIVE: BECOMING THE‘EMPLOYER OF CHOICE’ENERGY AND PRAISEONLY 10% SAY THE REWARDS OFFEREDTO THEM ARE ‘VERY RELEVANT’ TO THEIRLIFESTYLE AND PERSONAL INTERESTS.
(Move, Mould Motivate: UK Employee Engagement Survey 2017)

As a result, E.ON saw key engagement statistics
increased by 8-18% in just 12 months — 13%
more employees reported feeling ‘valued andrecognised’ and understanding of the organisation’s
vision also rose by 18%.

HOW RELEVANT ARE THE BENEFITS AND REWARDSYOUR EMPLOYER OFFERS TO YOUR LIFESTYLE ANDPERSONAL INTERESTS?

846

Since 2014, more than 233,000 ‘thank you’messages have been sent.

42.15%
566

379

28.30%

18.95%

212

When energy provider E.ON introduced their peerto-peer recognition programme they swept away all
hierarchical structure. ‘Buzz’ enables individuals andteams to be recognised for going above and beyond.
Employees can search for their colleagues, alignthe activity to a company value and send a formal‘thank you’.

10.60%

Reward also has its place, but employers are having
to become more innovative.
Traditional rewards e.g. good pay, good pensions,maternity leave etc, have joined the long list of what
Frederick Herzberg defined as hygiene factors: thecharacteristics of a job that cannot raise levels ofsatisfaction, but whose absence can lead tojob dissatisfaction.
Employees want rewards outside of this framework— and for people to feel motivated enough to wantto earn them, they need to be relevant.

VERY
RELEVANTSOMEWHATRELEVANTNOT AT ALL
RELEVANTIF YOU CAN’T PROMOTE ANEMPLOYEE, THE NEXT BEST
THING IS TO GIVE HIM OR HER A
THOUGHTFUL, PERSONALISEDREWARD THAT SENDS THE MESSAGE:WE RECOGNISE HOW WELL YOU’REPERFORMING. YOU’RE GOING PLACESWITH THIS COMPANY.
(Jeremy Boudinet, Ambition)

High street and holiday discounts, affordable tech,childcare support, annual leave purchase, financial
training, and wellbeing initiatives are all popular
benefits. But unless they’re properly aligned tothe organisation and its employees, you’re notmaximising their impact.

N/A – MY EMPLOYER
DOES NOT OFFER
ANY REWARDS OR
BENEFITS

62

THE MEASURE OF IT ALL
Organisations looking to become the ‘employer ofchoice’ must find tangible ways to measure engagement.
Armed with employee feedback and data, senior teams,
management and HR departments can begin to get a grip
on what’s working and what’s not.

47% OF ORGANIZATIONS PLAN TO,
OR CURRENTLY, MEASURE EMPLOYEEENGAGEMENT MORE THAN ONCE ANNUALLY.
(Modern Survey)

Effective measurement is the one and only way employers can determineand evaluate the atmosphere within the business.

63PART FIVE: BECOMING THE‘EMPLOYER OF CHOICE’

MAKING SENSE OF EMPLOYEE FEEDBACK
Once employers have listened – really listened – they need to form
meaningful interpretations from the communications they’ve received.
What are the biggest issues for employees? What is stopping them fromdoing their job effectively? Do they feel valued? Where is the company
falling short?
Making sense of employee feedback and taking steps towards suitable
solutions is how progress is made. This strategy puts employees at thecentre of everything and ensures all decisions are made for the good of theworkforce, as well as the bottom line.

THE ENGAGEMENT INDEXVARIES DEPENDING ON THE TYPE OFORGANISATION. CHARITY, PUBLIC
SECTOR, AND PRIVATE SECTOR
EMPLOYEES ALL BECOME ENGAGEDFOR DIFFERENT REASONS.
WHEN YOU’RE ASKING WHETHER YOUR EMPLOYEES ARE

ENGAGED, YOU NEED TO START BY LOOKING AT THE TYPE OF
BUSINESS YOU REALLY ARE AND THEN GO FROM THERE.
(Ian Hodson, University of Lincoln)64

JUGGLING THE HARD FIGURES
By making small changes to day to day activity in theorganisation and introducing initiatives based on employee
suggestions and feedback, employers can begin to develop a
more mature approach to employee engagement.

65

PART FIVE: BECOMING THE‘EMPLOYER OF CHOICE’

Monitoring key performance indicators e.g. productivity,
employee turnover, and attendance over time will help toindicate whether these changes have made a difference, orwhether it’s time to go back to the drawing board.
Not everything will work. But employers can refine theircore business strategy and build a culture that works forboth the business and its people by understanding how tomeasure the success of their engagement efforts, and how
to use data in the right way.

66

PART SIX:
THE FUTURE OF EMPLOYEEENGAGEMENT“Employers at the CEO level down have to realise that
employees are your product”, says Josh Bersin. “If yourpeople do not feel committed, engaged, and supported,
no product or services strategy can succeed. Somecompanies truly get this, but many still do not.”Organisations have a lot to learn. Employee engagement is an infantile
concept that’s evolving and maturing, and so is our understanding of exactly
how to go about it.

67This is just the beginning for employers.
“We’re going to see diversification across different
markets and countries”, says Iain Thomson,“Attracting and retaining top talent will be thebiggest challenge because without humans
we’re stuck.”We’re set to see more and more organisations
battling to out-think and outmanoeuvre
competitors in the race for talent. If you’re notseen as the right company to work for in yourfield, you won’t get the right people.
Here we explore two key trends dominating thisthought space at the moment...

TECHNOLOGY WILL
TRANSFORM US
Technology can’t possibly replace the humanrelationships and emotional interaction thatdrives employee engagement. But as we move
forward it will bring a new dimension
to leadership.

BETTER EQUIPPEDMANAGERS
Companies develop increasingly flexible working
initiatives — similar to Virgin’s work anywhereand unlimited leave policies — and seamless

communication, that goes beyond email, will
become as much of a challenge as it is a priority.
Online tools like Slack and Skype already allow
managers to communicate instantly with
employees, and reach and inspire remote workers
too. However, as the work environment becomes
more remote, we’re going to experience greater
reliance on technology for one-to-ones, feedback,team meetings and catch-ups.
Technology has helped employers to broaden
communication channels, but there’s still a
growing demand for more sophisticated tools andbetter utilisation by managers.

72% OF EMPLOYEES SAY
THAT TECHNOLOGY IS
IMPORTANT TO THEIROVERALL PRODUCTIVITY IN
THE WORKPLACE.
(Move, Mould Motivate: UK Employee
Engagement Survey 2017)“We will have more team management tools,
AI will make tools more conversational andproductive”, predicts Josh Bersin. “People will workin “pods” and we will have lots of video and audio
connections to others, and over time AI will help
us “nudge” work to make it better.”HOW IMPORTANT WOULD YOU
SAY TECHNOLOGY IS TO YOUROVERALL PRODUCTIVITY IN THE
WORKPLACE

142

7.10%

88

4.40%
NOT AT ALL
IMPORTANTLOWIMPORTANCE

693

337

34.65%

16.85%VERY
IMPORTANTNEUTRAL740

37.00%
MODERATELYIMPORTANT

68PART SIX: THE FUTURE OF
EMPLOYEE ENGAGEMENTBETTER EQUIPPED EMPLOYEES
We’re also going to see more emphasis on
employees’ technology needs. From interactivity
to storage, each role has different demands.
Iain Thomson believes “productivity and each individual’s ability
to do exceptional work is becoming more dependant on thetools they’re provided with. From designers to data analysts,
organisations have to adapt, invest in and supply their employeeswith the technology that best suits their needs.”
Many organisations are still playing catch up, but there’s nodoubt that technology will be instrumental in expanding employee
potential and accelerating business growth.

LESS THAN HALF (46%) OF ALL EMPLOYEESSAY THEIR EMPLOYER SUPPLIES THEM
WITH ALL THE TECHNOLOGY THEY NEED TO
DO THEIR JOB EFFECTIVELY.
(Sodexo UK Employee Engagement Survey 2017)

69

WELL-BEING BECOMESA PRIORITY
Josh Bersin also sees there being a monumental change inthe way we approach human performance management,
nodding to a new look role for HR professionals where focus
will shift to employee well-being.
According to CIPD, “well-being at work is not merely about
managing a physical and cultural environment with thelimited aim of not causing harm to employees. It requiresorganisations to actively assist people to maximise their
physical and mental health”.

MINDFUL EMPLOYERS
Employers must strike a balance between theneeds of the individual and the needs of theorganisation. But also understand that personal
health is more important than profit.
“There is a school of thought that divisions
between our personal and professional lives
have eroded. But I don’t think we should be
looking at it this way”, argues Jonny Gifford.
“Well-being in the workplace is important, andwithout that work-life balance it’s areal struggle”.
Benefits such as health schemes, medical careand gym memberships will all take precedence.
But as mental health awareness continues toproliferate throughout the general population,and the stigma surrounding it lessens, it’s
psychological well-being that will takecentre stage.

57% OF MILLENNIALSSAY THAT WORK-LIFE
BALANCE AND WELLBEING IN A JOB ARE “VERYIMPORTANT” TO THEM.
(Gallup)“Focus will move towards an integrated
approach to workplace well-being basedon acknowledgement of the individual andcollective need for emotional support”, says Hubfor the Heart’s Mindfulness Expert, Karuna.

70

PART SIX: THE FUTURE OF CHOICE’EMPLOYEE ENGAGEMENTINTRINSIC
WELL-BEING“We are seeing a promising shift away from‘policy, policing and punishment’, and a movetoward more progressive practices”, says Sodexo
UK Chairman, John Sylvester.
UK organisations who establish employee well-being as a corebusiness value and create a safe, benevolent work environment thataims to tackle stress, can become a global force.

WELL EMPLOYEES ARE PHYSICALLY AND
MENTALLY ABLE, WILLING TO CONTRIBUTE
IN THE WORKPLACE AND LIKELY TO BE
MORE ENGAGED AT WORK.
(CIPD)“Mindfulness and holistic workplace wellbeing programmes will nolonger be a box-ticking process”, says Karuna. “Employers will put
greater onus on the principles of well-being and the practices that
nurture it.”
When employees are at ease they are more creative and feel greater
freedom to express their authentic talents and be themselves.

71CONCLUSION:
THINK BIG, START SMALL

IF YOU HIRE PEOPLE JUST BECAUSE THEYCAN DO A JOB, THEY’LL WORK FOR YOURMONEY. BUT IF YOU HIRE PEOPLE WHO
BELIEVE WHAT YOU BELIEVE, THEY’LL
WORK FOR YOU WITH BLOOD, SWEAT,AND TEARS.
(Simon Sinek)

Employee engagement is a fluid, open-ended buzzword that’s open
to interpretation. But the bare bones principles remain the same. .
People first need to understand the why. Employees look for meaning in their work and if
employers can provide this, with a clear vision and values that hit home, there’s real chancefor progress.
“If we want to influence people, we have to both educate them on the effects of their
behaviour and motivate them in such a way that they become ready and willing to makethat change”, explains Iain Thomson. “This all boils down to effective communication andemotional empathy.”
Employers have a duty of care towards their workforce: honesty, flexibility, motivation,communication and — above all else — empathy, are essential. If an organisation’s leaders
want to instill into their employees the passion, energy and commitment that comes fromengagement, the workforce first has to believe in them and their mission.

72

PART SEVEN:
THINK BIG, START SMALL

UNDERSTANDING THE
INDIVIDUAL
Theory surrounding human nature hasn’t changed
all that much since the likes of Maslow and
Herzberg first made steps towards explaining our
behaviours. But the world has, and so have people’s
expectation of their leaders.
“It’s extremely important that we don’t categoriseand stereotype people”, says James Malia. “Youwouldn’t expect it outside of work, so why should
it be acceptable in the workplace? Encourage andallow people to be themselves (however ‘unique’)and manage them as individuals.”
Employers have to allow employees the freedom
to create, achieve and thrive. But there’s also ademand for ongoing recognition, and emotional
support that should be given when it’s needed.

Employees crave consistent, immediateacknowledgement for a job well done and are fast
prepared to switch off and jump ship without it.
They want a connected experience that provides
them with growth opportunity, hands-on
management, a positive workplace and meaning.
Organisations need to think big, but start small.
Bring human touches to the day to day work
environment. Focus on keeping communication
clear and simple, give people the tools they need tosucceed, say ‘thank you’ – and grow from there.
Engagement is complex, but in understanding andinvesting in the individual, organisations can move,
mould and motivate their workforce and nurturesignificant change in the business.

73

GET IN TOUCH
Part of the Benefits and Rewards division, here in the UK we
specialise in employee and consumer engagement, with over
50 years’ heritage in creating award-winning experiences. Fromgrowing employee culture and inspiring success in workplaces, todriving consumer engagement with brands, we give businesses thetools to create lasting change through transforming behaviours,
engagement and performance in people. We believe in bringing
people and business together through creativity and excellent
service, with our long-standing mission of improving the qualityof life of everyone we work with.

Sodexo,Avalon House, Breckland,
Linford Wood, Milton Keynes,
MK14 6LD
E: shine.engage.uk@sodexo.com
T: 0845 050 9532
W: www.sodexoengage.com