Index

Accenture Institute for High 234 Performance 209–10 Best Companies Ltd 95, 270 action plans 133, 136–7, 162, 164–5, 277 Beswick, Cris 177, 297 Agilent Technologies 245–7 Big Conversation focus groups 124 Aitken, G. 163 Birmingham City Council 257 Alfes, K. 94 BIS see Department for Business Allen, K.E. 184 Innovation and Skills Amabile, T.M. 275 Black, Octavius 44 Aon Hewitt 9, 93, 95, 119, 120, 148, 248, Blau, P.M. 13 270 BlessingWhite Research 9, 73, 91, 93, Applebaum, S.H. 244, 277 148–9, 149, 270 Arkin, A. 8, 74, 257 Blue Focus 189, 195, 220–1 Ashridge Business Schoolhttp://www.pbookshop.com 40–1, 84 Opticians 215–16 Ashton, J. 234 Brady, C. 128, 135, 140, 147, 168 Augier, M. 179 Breen, B. 47 autonomy 33, 34, 57, 64, 83–4, 167, 180, Bridges, W. 241, 243 188, 282 British Broadcasting Corporation (BBC) Axelrod, Dick 187 238–9 COPYRIGHTEDBritish Gas MATERIAL 239 Baby Boomers 39–40 Bromford Housing Association 24 Baetens, Krista 48–9, 181–2, 207–8, Brown, P. 6 212–13, 276 Buck Consultants 146 Balain, S. 143, 144 Buckingham, M. 91 Bardwick, J.M. 7, 47, 99, 171 Bunting, M. 31 Beer, S. 178 Buono, A.F. 186 322 Index

burnout 56, 80, 81, 170, 171 communication Buytendijk, F. 69 actions & subsequent progress 148–9 be open to new ideas 292 ’s 199 building networks 291–2 call centres 30 channels 146–8 Campbell’s Soup 55, 137 checklist 153 career development 275–7 collaboration with HR 104–5 Carlzon, Jan 75 during mergers & acquisitions 248, Center for Creative Leadership 213 249 Centre for Performance-led HR 143, 144 face-to-face 210 centres of excellence (CoEs) 281 good/effective 50–2, 71, 76, 103, 163, Champy, J. 29 166, 185, 186, 200, 217, 222, 236–7 change, managing 240–2 importance of 42, 57, 108, 203 business as unusual 258–9 influencing others 290–1 focus on better long-term future 261 management training in 239 importance of values/organizational mechanisms 238–9 integrity 262 open 60, 61, 86, 209–11 keep focused on developing people person-specific 43, 193 259–60 rigid 45 provide sense of purpose/progress setting boundaries 290 261 sharing information 75, 89, 101, 144, provide support to employees 260 145, 237 tips 259 survey process and 103–4, 108, 133, Chartered Institute of Personnel and 143–53 Development (CIPD) 9, 34, 35, 41, team 212–13 42–3, 45, 46, 62, 69, 76, 209, 231, technology-based 30, 61, 146, 210–11, 268, 272 238–9 Cheese, P. 65, 181 tips for 149–50, 210, 240 Cherrey, C. 184 top-down 61, 146–7, 237 China, M&A 250–2http://www.pbookshop.com in tough times 232, 236–40, 255 Choy Valentine 250 trade unions and 147–8, 238 CIPD see Chartered Institute of unclear/inconsistent 46, 50, 51 Personnel and Development visible & transparent 236–7, 238 Clarke, N. 8, 24, 45, 60, 68, 76, 87, 88, 92, widespread & regular 143 110, 147, 169, 232 communities of practice (CoPs) 281 CLC see Corporate Leadership Council company reputation 35 Climate Change Report (2011) 45 competitive advantage co-creation 64–5, 186–9, 191–2, 194, 203 engaged employees 6–7 Coats, D. 278 people-oriented 44 Coffman, C. 91 predictions concerning 5–6 Collins, J. 181 speed, innovation, agility 6, 27 comfort zone 215 value creation 6 Index 323

The Conference Board 11 taking the long view 200–2 Connection 66, 67–8, 85, 266, 298 customer/s creation of 188 finding/keeping 231 employee expectations of their leaders knowledge 88–9 179–80 purpose 70, 194–5 having/sharing vision 289 service 20–1, 23, 50 know yourself & your values 288–9 working relationship with managers leadership challenge 178–82 294 strengthened in tough times 232–3 team-building 212–13 D’Annuncio-Green, N. 14 in tough times 232–3 D’Aveni, R. A. 5–6 continuous development 273–5 Davenport, T.O. 282, 283 Conway, N. 14 Davies, S. 184 Cooper, C.L. 14, 223 Dawson, J. 24 Corbally, J. 184 Deming, W. Edwards 76 Corporate Leadership Council (CLC) 8, demographics 267, 269 11, 21, 68, 99, 215 Department for Business Innovation Corporate Research Forum (CRF) 104, and Skills (BIS) 8, 135, 279 140, 147, 151–2 design organizations 70–1 corporate social responsibility (CSR) 40, Devine, M. 243, 247 74–5, 270 discretionary behaviour 17 cost of quality 20–1 disengagement 27, 28, 170 Cougar Automation 189 common purpose and 69 Coyle-Shapiro, J. 13, 15 cost of 9, 21 Crabtree, S. 22 implications of 10 CRF see Corporate Research Forum in management 46–7 Csikszentmihalyi, M. 7, 171 micromanagement and 48–9 CSR see corporate social responsibility in practice 14–16 culture of engagement symptoms 14–16 checklist 204 http://www.pbookshop.com in tough times 236 common purpose 69–72 widespread 267 concluding remarks 203–4 Dodge, Tanith 74 creating connection 178–82 Donia, M. 244 creation of 177–8 downsizing 34, 231, 233, 244, 277 embedding 198–202 see also redundancy leaders & culture-building 184–92, drivers of engagement see engagement 194–6 drivers Nampak Plastics Europe Ltd 182–4 DSM 137 RCT Homes 196–8 sense of identification 68–9 earnings per share 22 shared values 72–5 Effectory 55, 93, 188–9, 270 Sika AG 192–3 Ejler, N. 273, 280 324 Index

Ellsworth, R.R. 70 Employee Outlook surveys 34, 35, 62 Elton, Chester 219 employee representatives 159–60 employee engagement 6–7 employee value proposition (EVP) alignment of goals 16–17, 28 219–21 as attitude of mind 12 employee-customer-profit chain 23 benefits 19–24, 156 employees business benefits of 8 alignment to organizational goals as cause and effect 11 168–9 challenges 17, 24 alternatives to redundancy 234 changing landscape 28–9 assertives 36 characteristics 7–8 attracting 268–9 checklist 25, 53 autonomy 33, 34, 57, 64, 83–4, 167, complacency concerning 161–2 180, 188 concluding remarks 297–301 career development 84 consequences of pushing too much career development & lifelong 169–72 learning 275–7 context-specific 42 caring for 222–8 deficit 24–5 communication with 163 definitions 10–11, 91–3 company reputation and 35 enablement of staff 167 consultation/participation 49–50, 77 focus on 52–3 continued development of 259–60 growing gap 33–7 decline of interest in engagement 166 importance of 7–8 empowerment of 70–1 intellectual, emotional, social equity principle and 58–62 attachment 7, 11, 57, 180 expectations of 17–19, 57, 179–80 job-specific 42–3 fair deal 84 lack of self-belief 166–7 goals of 16, 30 lack of trust and 50–1 good citizens 36 level of 7, 9–10, 27–8 growth & continuous development link with companyhttp://www.pbookshop.com performance/ 273–5 productivity 8, 21–3, 27, 55 honouring commitments 235 person-specific 43 insecurity 33–4 in practice 12–14 instrumental view of 16 related to personal meaning 39 job satisfaction 11–12, 35–7 responsiveness to organization 17 keeping faith in tough times 233 satisfaction levels and 11–12 knowledge of 88–9 surveys of 21–3 lifelong learning 84 in tough times 263 maintaining morale 258–9 see also integrated model of employee meaning & purpose at work 37–9, 84, engagement 283–5 Employee Engagement Index 119, 120 mentoring/coaching 276–7 Employee Engagement Report (2008) 9 mutual investment model 16–17 Index 325

mutuality of interest and 32–3 active partnership with employees 63–5 need for Scope 266 checklist 86 openness to new ideas 76 concluding remarks 85 organizational culture and 17 connection 66, 67–75 passives 36 country differences 120 pay gap 29–30 exchange relationship 57–8 policies tailored to need of 219–21 fairness 58–62 rational/emotional needs 57–8 global 69 recognition & reward 218–19 integrated model 65–85 relationship with line managers 76, main elements 57–65, 72–3 78–80, 206–9 scope 66, 82–5 support for 78–82, 260 support 66, 78–82 trust in management 50–1, 84 trust 62–3 valued and involved 75–6 universality of engagement 56 voice principle 60–2, 180 voice 66, 75–8 wellbeing of 81, 206, 223–4 engaging employers employer brand 218–22 Connection practices 232–3 employers honour commitments 235 engagement deficit 24–5 importance of communication 232 goals of 16, 30 John Lewis Partnership 235–6 loyalty to 32, 36, 51, 74, 269 keep faith with employees 233 mutual investment model 16–17 look for alternatives to redundancy 234 mutuality of interest and 32–3 Support practices 233 need to protect/keep talent 29 in tough times 232–6 organizational culture and 17 engaging managers/leaders pay-gap 29–30 be open to new ideas 292 psychological contract and 13–16 Blue Focus 220–1 social contract and 16 Boots Opticians 215–16 taking the long view 200–2 build engaged teams 211–13 in tough times 232–6http://www.pbookshop.com build your networks 291–2 trust in 10 caring for employees 222–8 understanding benefits of characteristics 298 engagement 8, 13 checklist 229 empowerment 298 concluding remarks 228 by design 187–9 continued development of employees employee 70–1 259–60 high engagement cultures 185–6 create climate of open communication organizing for 192, 194 209–11 tips for managers 190–1 create positive work climate 213–14 values as basis of 191–2 deliver on employer brand 218–22 in the workplace 280 develop working relationship with engagement drivers 55 customers 294 326 Index

engaging managers/leaders (continued) EVP see employee value proposition employee wellbeing 223–4 as experience optimizers 274–5 fairness focus on people/set them up for employee voice 60–2, 180 success 214–18 equity principle 58–9 get support from others 294 fair-proofing 59–60 getting to know people as individuals FAMIC goal criteria 283 206–9 Farrer and Co. 201–2 having/sharing vision 289 feedback increase your confidence 295 confidentiality of 159–60 influence others 290–1 constructive 273 know yourself & your values 288–9 customer feedback 195 making choices 288–95 employee engagement and 219 manage your boss 294 encouraging 60, 80, 103, 146, 148, 249, manage your energy 293 259 performing under pressure checklist engaging managers and 215, 217, 218, 296 222 personal 295–6 face-to-face 144 policies tailored to employee needs gathering 135 219–20 informal 87, 88 in practice 205–28 job enrichment and 83 resourcing yourself 293–4 keeping employee interest & reward & recognition 218–19 involvement 22, 166, 169 Scope 294–5 lack of 51, 130 set communication boundaries 290 line managers and 218 set personal goals 294–5 management training in 169, 183, show empathy/keep finger on morale 197, 199, 200 pulse 213 open communication and 209 taking action 286 and problem-solving 163–4 taking stock 286,http://www.pbookshop.com 287–8 regular 84 tips for 209, 210, 217–18, 222, 225, 227 response to 71, 88, 102, 103, 109, 112, work-life balance 224–8 124–5, 134, 143, 147, 148 see also leaders, leadership; managers, surveys 87, 88, 93, 102, 103, 107, 109, management 117, 124–7, 134, 136, 137, 138, 143, Engaging for Success: Enhancing 144, 148, 152, 156, 159–60 Performance through Employee in tough times 262 Engagement (MacLeod Review, 2009) upward 75 8, 60, 68–9, 72–3, 76, 79, 80, 87–9, financial crisis 5, 28–9, 265 92–3, 146, 169, 180, 300 Flade, P. 9, 14, 22 environmental and social stewardship flexible models 6, 19 73–5 flow 7–8, 39, 265, 266, 272 Erickson, Tamara 40 Foresight project 279 Index 327

Francis, H. 14 Heger, B.K. 7 Friedman, M. 28 Heintzman, R. 23 Furbini, D.D. 248 Herriot, P. 32 Hertford College, Oxford 60 G4S 90 Herzberg, F.I. 59 Galbraith ‘Star’ model 279 Hewlett, Bill 79 Gallup Organization 9, 14, 27, 55, 90–1, Hierarchy of Needs 34, 271 93, 99, 137, 303 high engagement culture 185–6 Galpin, T.J. 103 Holbeche, L.S. 37 Galvin, C. 265 HP (Hewlett-Packard) 79, 208 Gardner, H. 265 HR (Human Resources) 6–7, 8, 9, 15, 16, Gebauer, J. 91, 99, 120, 128, 156 17, 44, 47, 51, 59, 63, 96, 103–4, 124, Geely 250, 251 133, 134–5, 199, 217, 232, 233, 261 Generation X 40 HSBC 22 Generation Y (Millenials or Net Gen) 18, Hughes, Graeme 278 40, 41, 74, 84, 226 Human Resource Management (HRM) Gentry, W.A. 213 14 Gifford, J. 167, 218 Huselid, M. 21 Global Fund to Fight Aids, Tuberculosis Hutton, P. 98, 100 and Malaria in Gambia 195 Hutton, W. 33, 60, 98, 118, 188 Gobillot, E. 187 hyper-competition 5 Goffee, R. 72, 181, 273, 280 Goleman, D. 71 IABC Research Foundation 146 Goodman Masson 276 Iacocca, Lee 29 Google 64–5 IBM 250, 251 Gopalakrishnan, S. 210 IDS 124, 129, 162 Gratton, L. 195–6 IES see Institute for Employment Studies Great Places to Work Institute 62 information and communication grief cycle 242 technology (ICT) 30–1, 33, 61, 146, Guest, D.E. 13, 14, 21http://www.pbookshop.com210–11, 238–9 Infosys 210–11, 239 Hackman, J.R. 83 ING 48, 181, 207 Hamel, G. 44, 47, 241 Innocent Drinks 173 Hammer, M. 29 Inquisite 93 Harding, S.D. 282, 283 Instant 192 Harris Interactive 9 Institute for Employment Studies (IES) Harter, J.K. 11 12, 24, 46, 75 Haudan, J. 96, 167, 168, 169 Institute of Leadership and Management Hawksworth, J. 267 40–1, 181 Hay Group 45, 55, 71, 93, 167 integrated model of employee Health and Safety Executive (HSE) 31 engagement 65–6 Health and Safety legislation 223 connection 67–75 328 Index

integrated model of employee leaders, leadership engagement (continued) challenges 178–82 dynamic interconnections 66–7 clarity of outcomes 189 preconditions 58–65, 66 clarity of vision 180–1 scope 82–5 commitment of 177 support 78–82 common purpose 69 voice 75–8 complacency of 24–5 International Association of Business creating connection 177–8 Communicators (IABC) 146 design organizations 70–1 Involvement and Participation developing 198–200 Association (IPA) 110, 170 distributed 64 IPA see Involvement and Participation effective 108 Association employee expectations 179–80 environmental/social stewarship 73–5 Jenkins, C. 30 equity principle 59–60 job ethical 73 design & enrichment 83, 278–9 focus on better long-term future 261–2 (in)security 224–5, 254 humility of 72 satisfaction 11–12, 35–7 importance of communication 236–40 Job Characteristics model (1976) 83 light-bulb moment 88–9 John Lewis Partnership 235–6 managing change 240–4 Jones, G. 72, 181, 273, 280 need for Scope 266 organizational culture and 71–2, Khan, W.A. 59 184–98 Kenexa High Performance Model 125 outdated approaches to 44–5 Kenexa Research Institute 55, 69, 93, as passionate 215 119, 120, 270, 304 as point of contact to rebuild trust Kenexa Work Trend Survey (2010) 119, 252–4 120 proactive 17 Kerber, K. 186 http://www.pbookshop.com shared values 72–3 Kessler, I. 13, 15 social interactions 213–14 Kingston Business School 41, 42–3, 45, soft skills 181–2 76 strong 169 knowledge economy 6 style 43, 51, 71–2 knowledge workers see talent team building/working 76 Kramer, M.R. 29 top-down & dispersed 185–6, 203 Kramer, S.J. 275 see also engaging managers/leaders; Kübler-Ross, Elisabeth 242 managers, management Kuh, G.D. 184 Leahy, Terry 88–9 Leibovitz, Annie 265 Lambert, A. 104, 140, 147, 151, 152 Leiter, P. 56 Lawler III, E.E. 83 Lenovo 250, 251 Index 329

lifelong learning 270, 275–7 MacLeod Review see Engaging for Success: Lime Green Standard 192 Enhancing Performance through line managers Employee Engagement checklist 86 MacNeill, R. 45 communication with 144, 147, 209– The Management Agenda 37 11, 237, 239 Management By Wandering Around creating right environment 168 (MBWA) 207–8 employee wellbeing and 223, 224 managerialism 29 employer brand and 219 managers, management good/effective 274 alignment of goals 168–9 HR selection of 199 awareness of working too much 170–2 impact on engagement drivers 86 bunker mentality 48–9 job design and 83 challenges of 47–8 line of sight to company goals 141 communication channels 163 maintaining employee morale 258–9 confidence in 34 mentoring/coaching 277 consequences of pushing engagement not to be confused with internal too much 169–72 ‘champions’ 135 creating the environment 80 in public sector 256–7 dealing with change 240–4 quality of 206 decision-making and 18 relationship with employees 76, 78–80 define right outcomes 211 reward & recognition 218 diverging interests of 29–30 right people in right jobs 206 dual tasks 285–6 skills issue 49 effect on engagement 14, 17, 24, 43–4, support from 80, 151 45 in tough times 237, 238, 239, 249, empowerment tips 190–1 256–7, 258–9 engagement as dual process 266 vital role of 44, 78–80, 206 expectations of 24 see also engaging managers/leaders; fair & just procedures 216–17 managers, managementhttp://www.pbookshop.com feedback on skills 199, 200 Lowman, D. 91, 99, 120, 128, 156 find the right fit 211 Luminus Group 191–2 focus on strengths 211 Lycett, Andrew 63, 191, 215, 237 goal incentives 141 HR as help to 134–5 Macey, W.H. 108, 140, 143, 168, 170, 171, identifying future stars 273 172, 174 importance of communication 236–40 MacGregor, Sir Ian 29 lack of consultation 49–50 M&A see mergers and acquisitions lack of resources 162–3 McKinsey & Company 267, 279 motivational difficulties 91 MacLeod, D. 8, 24, 45, 60, 68, 76, 87, 88, need for change 25, 27, 40 92, 110, 128, 135, 140, 147, 168, 169, organizational culture and 17 232 outdated approaches to 44–5 330 Index

managers, management (continued) tips for 249–50 pseudo-commitment to engagement Michaelman, P. 205 158 micro-management 46, 48–9, 83, 188, quality of 44, 206 256, 258 redundancy process 244–5 middle managers 199, 206 resistance to survey results 155–7 The Mind Gym 44, 144, 164, 165 rewards and promotion 32–3 Ministry of Defence (UK) 109 role of 10 mutual investment model 16 soft skills 181–2 sponsorship 133–4, 155, 158–9 Nampak Plastics Europe Ltd. 182–4 style 51, 71–2, 207 National Health Service (NHS) 75 support role 78–81, 162 National School of Government study talent selection 211 (2010) 297–8 time-wasteful practices 46 Nationwide Building Society 199, 278 toxic 46–7 New Charter Housing Trust Group 275 traditional relationship 16 NHS Dumfries and Galloway 257 training & development of 199, 262 NHS National Staff Survey 124 translation role 168–9 Nicholson, N. 35 trust in 45, 84 Norman, S. 72 understanding employee engagement ‘Not in Education, Employment or 93–5 Training’ (NEETs) 31 understanding engagement/ commitment difference 168 O’Brien, Cruise 62 walking the talk 73, 147, 180 ‘Occupy’ protests 31 see also engaging managers/leaders; Oldham, G.R. 83 leaders, leadership; line managers Open Door policy 208, 225, 298 Marks & Spencer 8, 74, 80 operating income 22 Marks, A. 14 ORC International 45, 93 Marriott Hotels International 194 Orchid Group 220 Marson, Bob 23, http://www.pbookshop.com186 Organization Development (OD) Maslach, C. 56, 80, 171 technology 238–9 Maslow, 34, 271 organizational change MBWA see Management By Wandering emotional journey 242–4 Around managing 240–2 meaning at work study (2005) 37–9, 57, organizational culture 70, 73 action planning and 137 Medtronic 196 at Google 64–5 Melcrum Publishing 45, 209 building by leaders 184–98 Mercer 35–6, 269 co-creation 186–9, 191–2, 194 Merck Serono 142 creation of 17, 61, 71, 79 mergers & acquisitions 247–8, 250–2 culture change 185–6 China 250–2 disengaged 45, 79 Index 331

employee relationship and 17 common/shared 67, 69, 178, 180, 194 high engagement 185–6 connection and scope 67, 69 HR and 104 customer 70, 194–5 management accountability and 158 definition 84 risks of escalation of commitment employee 17, 18, 37–9, 58, 60, 84, 86, 172, 174 180 strong, transparent, explicit 69, 169 igniting 195–6 surveys and 99, 158 social responsibility and 195 taking the long view 200–2 in tough times 261 top-down 185–6 PWB see psychological wellbeing undermining of 170, 171 PwC Saratoga 93 organizational effectiveness (OE) 64 co-creation/mutuality 64–5 Quantum Workplace study (2011) 81 organizational performance 8, 21–3, 27, 55, 166–9 Raelin, J.A. 186 RCT Homes 63, 191, 196–8, 199–200, Packard, Dave 79, 208 215, 237 pay and rewards 29–30, 32–3, 59, 60, redundancy 234, 244–5 218–19 see also downsizing Pearson, E. 46 resistance to engagement Pemberton, C. 32 checklist 175 People Champions 135, 238 as competitive 158–9 People Insight 93 complacency 157 Peters, T. 29 concluding remarks 174–5 Pink, D. 59, 83–4 denying validity of results 156 Porras, J.I. 181 discrediting of survey process 156 Porter, M. 28–9 employee representative opposition PricewaterhouseCoopers (PwC) 40, 74 159–60 Pryce-Jones, J. 166 going too far in engagement 169–72 psychological contracthttp://www.pbookshop.com 13–16, 24, 32, improved engagement but not 33–4, 43–4, 241, 254 improved organizational psychological wellbeing (PWB) 223–4, performance 166–9 278 Innocent Drinks 173 public sector 23 managerial 155–7 engagement challenges in tough pseudo-commitment to 158 times 254–7 risks of escalation of commitment job satisfaction and security 35 172, 174 managerial talent in 29 survey fatigue 160–6 psychological contract and 43–4 wrong sorts of management Purcell, J. 21, 163, 206 sponsorship 158–9 purpose rewards see pay and rewards business 60, 69–70, 185 ROAD warriors 14 332 Index

Robbins, S.P. 34 Sergiovanni, T. 184 Robertson, I. 223 shareholder value (SHV) 70 Robinson, D. 11, 46, 68, 75, 214 Sherman, B. 30 Roffey Park Institute 167, 218–19, 247 sickness absence 22 Root Learning 96 Siebert, S. 202 Rousseau, D.M. 13, 14 Sika AG 192–3, 227–8, 280 Royal Bank of Canada (RBC) 61 Sims, R.R. 184 Royal Bank of Scotland (RBS) 125, 128 Sirota 93 SMART goals 283 ‘7-s’ model 279 Smith, Adam 195 Sainsbury 22–3, 145, 162 social exchange theory 13–14 SAS 75 social media 5, 40, 61 Saunders, M. 44 social responsibility 195 Scarlett Surveys 93 Society for Human Resource Scase, R. 28 Management (SHRM) Foundation Schein, E.H. 184, 185 93 Schindler 107 South Tees NHS Trust 124 Scholarios, D. 14 Sparrow, P.R. 14, 16, 143, 144 scientific management 18 Springett, N. 37, 69 Scope 66, 85, 299 Standard Chartered Retail Bank 55, 69, autonomy 83–4 80, 99, 129, 137, 195 career development 275–7 Standing, G. 31 components 271–85 Stephens, C.-U. 32 description of 82 Storey, J. 11 engaging managers/leaders 294–5 Support 66, 85, 266, 299 growth & development 84, 273–5 engaging leaders/managers 205–6, hierarchy 271–2 292–4 identifying future stars 273 getting support from others 294 increase your confidence 295 health and safety issues 81 individual 283–4http://www.pbookshop.com managing your energy 293 job design & enrichment 83, 278–9 resourcing yourself 293–4 key elements 82–3 role of line managers 78–81 managerial engagement 285–8 show empathy and concern 80 meaning & purpose 84 in tough times 233 mutual trust 84 treat people as individuals 80 set personal goals 294–5 wellbeing of employees 81 talent challenge 267–71 work-life balance 81–2 as two-way phenomenon 266–7 survey data work content 281–3 avoiding analysis paralysis 128–30 work context 279–81 calibrate 111, 124–30 Sears 23 cascading actions through the Sennett, R. 19, 281 organization 134–5 Index 333

check 111, 115–23 survey results communication 111, 143 checklist 131, 153 actions & subsequent progress 148–9 commit 111, 133–41 channels 146–8 communicate 111, 143–50 clarification tips 149–50 conclude 111, 150–2 initial results 143–5 concluding remarks 130–1, 152 in practice 145 country differences in engagement surveys drivers 120 ambiguity & terminology 100–1 differences according to country 120 checklist 112–13 engagement scores affected by length concluding remarks 111–12 of service/age 118–19 considerations 95–8 ensuring quality action plans 136–7 construction of 90 evaluating 121–2 continuous improvement exercise 151 initial impressions 117–18 external benchmarks 161 measuring/encouraging progress importance of 87–9 137–41 launch elements 109 Merck Serono 142 launching & running 108–9 possible correlations with other data managerial resistance 155–7 125–8 online 101–2 results lower in HQ than elsewhere pure/general difference 95–6 119 quantitative vs qualitative data 99–102 sector differences 119 relevance of 161 sharing initial results 123 resistance to results of see resistance to structure of 102–3 engagement top-level sponsorship for follow-up Schindler 107 133–4 security of 159–60 usability 115–16 selection of provider 89–98 validating 124–5 setting up process 102–5 variation by job/organizational themes 93 function 119 http://www.pbookshop.com timing & frequency 105–8 survey fatigue topics/categories 93 addressing survey issues 163–4 in tough times 262 causes 160 turning results into action 109–11 competition from other business types of 89–98 issues 165–6 what to cover 98–102 complacency concerning current levels of engagement 161–2 talent 6, 25, 29, 36, 211 decline in employee interest 166 attracting & retaining 267, 268–9, 277 lack of confidence in follow-up action career development & lifelong 162–3 learning 275–7 overcoming 160–6 challenge of 267–71 past failure to deliver 164–5 dos & don’ts 280 334 Index

talent (continued) training and development 40, 84–5, 162, engaging knowledge workers 269–70 198–9, 239, 275–7 experience of flow 265, 266 transition curve 242–4 great work & career progression 270–1 Truss, K. 41, 42, 45 growth & continuous development trust 298 273–5 importance of 58, 62–3, 76 identifying future stars 273 knowledge workers and 272 individual choice & mutual trust 272 lack of 50–1, 241 managing through Scope 268 levels of 10, 15, 28, 32, 38 meaningful work 269 in management 45 retaining knowledge workers 270–1 mission, vision, values of company Tamkin, P. 274 68–9 Taylorization 18 mutual 84 team-building/working 78, 171, 186, and psychological contract 15–16 189, 206–7, 211–14, 280–1 in public sector organizations 23 technology see information and rebuilding in tough times 252–4 communication technology (ICT) Taylorization and 18 Teece, D.J. 179 Tsui, A.S. 16 Terkel, Studs 18, 37 Tesco 88–9, 194–5 UKRD Group 277 Total Quality Management 163–4 unemployment 31 Totterdill, P. 33, 214 64 tough times University of Chester 224 checklist 263 University of Leeds 224 communication in 236–40 concluding remarks 262 Valentine, G. 250–2 creating ‘change-able’ work value creation 6 environment 258–62 values 72–3, 191–2 emotional journey of change/ Vance, R.J. 11, 93, 99 transition curvehttp://www.pbookshop.com 242–4 Victor, B. 32 good practice during 232–6 Voice 66, 85, 266, 299 handling redundancies 244–7 being heard 76 leaders as point of contact to build being informed 75 trust 252–4 being involved 76–7 managing change 240–2 building networks 291–2 mergers & acquisitions 247–52 communication boundaries 290 public sector engagement challenges diversity 77–8 254–7 engaging managers and 289–92 workplace pressures 231–2 influencing others 290–1 Towers Watson 8, 11, 17–18, 22, 55, 76, John Lewis Partnership 235–6 81, 82, 91, 93, 103, 120, 146, 268–9, teams 78 270, 275, 283, 305 tips for managers 237 Index 335

in tough times 232, 236–40 content 281–4 Volvo 250, 251 context 279–81 creating ‘change-able’ work Waterman, R.H. 29 environment 258–62 Welch, Jack 20, 29 effect of congeniality on 214 White Stuff 200 empowerment in 280 Whitt, E.J. 184 flexible 19 Whittington, J.L. 103 generational shifts in expectations Wiley, J. 89, 116, 119, 120, 125, 148 39–41 Willmott, Ben 231 individual in 283–5 win-win relationships 16–17 insecurity of 19 women meaningful 18, 37–9, 283–5 engagement of 43 mission, vision, values 68–9 tensions in the workplace 39 organizational culture 71 The Work Foundation 69, 79, 205, 278 pressures 231–2 work-life balance 17–18, 31, 38, 81–2, psychological wellbeing in 278–9 224–8, 261 stress in 170–1, 278 workplace switched off 87 acceptance of diversity 77–8 teams in 280 autonomy in 282 tips for creating good work context business ethics 63 284–5 centres of excellence in 281 transparency 76–7 challenging goals 283 Worley, C.G. 83 commoditization of 30–2 common desires 18 youth employment 39–42, 61 communication 43, 61–2 communities of practice in 281 Zhao, Oscar 189, 195

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