YOUR GUIDE TO WHAT’S ON
Technology: The Great Engagement Enabler
PLATINUM SPONSORS 3
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EmployeeEngagementSummit.com @EngageEmployee #EngageSummits
ORGANISED BY:
The Team EDITORIAL Steve Hurst Editorial Director steve.hurst@ebm.media 01932 506 304 Elizabeth Akass Editor lizzie.akass@ebm.media 01932 302 113
MARKETING Katie Donaldson Marketing Manager katie.donaldson@ebm.media 01932 506 302
Welcome A very warm welcome to our fifth Employee Engagement Summit. This CPD accredited flagship conference has grown steadily year on year to become Europe’s premier event of its kind, and this continued expansion is reflected in our new iconic venue for today’s Summit, London’s Riverbank Park Plaza.
Hannah Mulea Marketing Executive hannah.mulea@ebm.media 01932 302 112
The overarching theme of this year’s Summit is how against a backcloth of a decade of diminishing productivity, technology and culture can combine to bring out the best in our people to enhance both colleague and customer engagement and performance.
SPONSORSHIP
The Summit will focus firmly on the key issues, challenges and opportunities around engaging our people and includes world class case studies, expert opinion and analysis, round table focus group sessions and high level interactive networking technology. It is a place to learn as well as do business.
James Cottee Sponsorship Sales Manager james.cottee@ebm.media 01932 506 309 Dominic Stone Sponsorship Sales dominic.stone@ebm.media 01932 506 303 Dale Ayliffe Sponsorship Sales dale.ayliffe@ebm.media 01932 302 110
Andreas Antoniou Sponsorship Sales andreas.antoniou@ebm.media 01932 302 111 Dan Moran Sponsorship Sales dan.moran@ebm.media 01932 506 303 Pascal Van Huffel Sponsorship Sales Pascal.vanhuffel@ebm.media 01932 506 308
MEMBERSHIP Dan Skinner Delegate Sales dan.skinner@ebm.media 01932 506 307 Jamie Ross Delegate Sales Jamie.ross@ebm.media 01932 506 306
In addition to a mouth-watering line up of case study presentations from organisations as diverse as Zara, Brighton and Hove Albion Football Club, Bauer Media, KP Snacks, NHS, Seasalt Cornwall, Be At One, Ofwat, European Commission, Microsoft, DAZN, Securitas, Waitrose, ING, Wellcome Trust, Citi and Thwaites there will be an opening keynote on technology and culture from Dr Sanja Lucina from the influential Globant Future of Organisations Studio. A whole body of new research points to major changes ahead in the world of work driven by advances in technologies such as Artificial Intelligence Automation and Robotics. While up to a third of existing jobs could face automation by the early 2030s, new AI related technologies promise to boost production and generate more jobs as well as contribute positively to organisational culture. The evidence for the business benefits of properly engaged and directed colleagues working in a positive cultural environment where wellness is to the fore is plain for all to see. The improved performance and market capitalisation of organisations who deliver great service through their people is now a given – and even those who improve their service from low to average see benefits go straight to their bottom line. While CEOs are putting their people and their customer relationships at the top of their business agendas, still not enough of them are really drawing a causal link between the two, and making it part of an overarching business strategy. Our aim is for our delegates to leave this Summit armed with all the tools and techniques and insight they need to implement effective and successful long term employee engagement strategies. Enjoy. Steve Hurst, Editorial Director
FINANCE Sabrina Clarke Finance Manager finance@ebm.media 01932 500 103 Jenna Pollard Accounts Executive accounts@ebm.media 01932 428 542
EmployeeEngagementSummit.com @EngageEmployee #EngageSummits EngageEmployee.com Employee Engagement Summit is organised by Engage Business Media Ltd. Join EngageEmployee.com (free membership) and receive Latest News and Features, Weekly Newsletter, Invitations to Directors Forums, Conferences, Summits, Webinars, Focus Groups and more.
MANAGING DIRECTOR Nick Rust nick.rust@ebm.media 01932 506 301
Nicholson House I 41 Thames Street I Weybridge I Surrey I KT13 8JG Company Registration No. 8636460
Thanks to our sponsors Platinum
Gold
Bronze
3
a n y
Cliq
Speakers
Jo Moffatt
Gerry Brown
Scott McArthur
Strategy Director and Radio Show Co-Host Engage For Success
Chief Customer Rescue Officer Customer Lifeguard
Co-Founder & Professional Speaker Sculpture Consulting Ltd
Chelsea Jane Moore
Stuart Eames
Chris Lincoln
Operational Improvement Manager Waitrose
Head of Learning and Development Be At One
Pablo Camba
Megan Butler
Regional HR Manager North of UK Zara
PhD Candidate Leeds University
Michael Dean
David Bowman
Founder and Director Carvill Creative
Director of Employee Experience Peakon
Intranet and Digital Workplace Consultant Content and Code
Adam Wilcock
Tim Kensey
Martin Kersey
Design & Multimedia Manager Office Depot
HR Director, Corporate Nomad Foods Europe
Executive HR Director St Andrew's Healthcare
Editor in Chief, Your GSK News GSK
Stephen Robertson CEO The Big Issue Foundation
Michelle Carvill
Cliq Padmanaban SP
Chris Burton
Greg Holt
Lead - Marketing Zoho Cliq
EMEA Location Manager Microsoft
IBM Global Markets IBM Watson Media
Paul Barber
Sanja Licina
Chief Executive and Deputy Chairman Brighton & Hove Albion FC
Future of Organisations Globant
Antonia Dietmann
Emily Stanley
Scott Hitchins
Organisation Capability Consultant Her Majesty's Courts & Tribunal Service
SVP Interact
Martin Power
Samantha Rope
Nichola Stallwood
Group HR Director Wilson James
Head of Training & Organisation Development Zoological Society of London
Georgie Mills
Chris Newstead
Employee Health And Wellbeing Manager KP Snacks
James Hampton Head of Learning and Development Seasalt Cornwall
Head of HR – Retail Seasalt Cornwall
Organisation Capability HMCTS HM Courts & Tribunals Service
Wendy Williams Engagement and Culture Specialist BT
Head of Internal Communications Wellcome
Speakers 3
a n y Jessica Brook People Scientist and D&I Lead, EMEA Culture Amp
Joanne Carlin Director of People & Development Daniel Thwaites
Hedley Hamilton CEO any-3
Melissa Harper Senior Vice President of Talent and Inclusion Bayer
Debbie Whittingham
Gabrielle De Wardener
Head of People Engagement and Communications Xoserve
Head of HR Business Partnering Team CDC Group
Paul Neville
Ramkumar Chandrasekaran
Organisational Design and Development Lead Trinity Laban
HR Director Tata Consultancy Services
Katherine Fitzgerald
Victoria Silverman
People Director Spektrix
Director of Innovation Enablement Refinitiv
Peter Clark Co-Founder Qlearsite
Paul Devoy Chief Executive Officer Investors In People
Joe Lees Manager of Internal Digital Channels GSK
Martha MckenzieMinifie Head of Corporate Communications ING
Debbie BennettJackson Marketing Consultant CITI
Daniel Mills Professor of Veterinary Behavioural Medicine University of Lincoln
Natasha Harris
Dominic Shillingford Strategic Account Manager LumApps
Paul Bennun
Stuart Hearn Founder & CEO Clear Review
Vikki Matthews
HR Director OFWAT
VP Internal Communications and Involvement DAZN
Adrienne Glad
Dace Kalnina
Grainne Kelly
Head of Internal Engagement/Head of Network CDC Group
Internal Communication Professional European Commission
Human Resources and Securitas Operations Centre Director Securitas UK
Teresa Chandler
Tony Vickers-Byrne
Senior HR & Training Business Partner Zoological Society Of London
Chief Advisor for HR Practice CIPD
Denise SandersonEstcourt
Richard Saundry
Olga Muravjova
Andrew Cocks
Organisational Development and Staff Engagement Consultant European Commission
Occupational Psychologist Questback
Associate Professor (Reader) in Human Resource and Leadership Studies Plymouth University
Non Executive Director Torbay and South Devon NHS Trust
HR, Learning & OD Business Partner Royal College of Physicians
2018 SURVEY RESULTS
SOME VERY INTERESTING CONVERSATIONS AND IDEAS WERE SHARED FROM A VARIETY OF INDUSTRIES – CROWNE PLAZA LONDON DOCKLANDS
PLEASE RATE THE STREAMS YOU ATTENDED RATED EXCELLENT/GOOD PLENARY EMPLOYEE & CUSTOMER ENGAGEMENT, LINKS TO PERFORMANCE & PROFITABILITY - PART 1
96% 95%
TRANSFORMATION & CHANGE MANAGEMENT
75%
INTERNAL COMMUNICATIONS AND VOICE OF THE EMPLOYEE - PART 1
94%
REWARD AND WELLBEING
83%
LEARNING AND DEVELOPMENT
100%
FUTURE OF WORKPLACE
100%
EMPLOYEE & CUSTOMER ENGAGEMENT, LINKS TO PERFORMANCE & PROFITABILITY - PART 2 STRATEGY & LEADERSHIP
90% 100%
INTERNAL COMMUNICATIONS AND VOICE OF THE EMPLOYEE - PART 2
85%
EVOLUTION OF WORKFORCE
71%
2018 SURVEY RESULTS
I THOUGHT THE DAY WENT EXTREMELY WELL WITH LOTS OF INTERESTING CASE STUDIES, IT GAVE ME LOTS OF IDEAS TO TAKE BACK TO MY TEAM – MINISTRY OF DEFENCE
HOW WOULD YOU RATE THE ORGANISATION OF THE DAY?
73%
92%
RATED EXCELLENT/ GOOD
HOW USEFUL TO YOUR COMPANY WAS THE INFORMATION PRESENTED AT THE EVENT?
EXTREMELY / VERY USEFUL
24%
MODERATELY USEFUL
2018 SURVEY RESULTS
I GOT HUGE VALUE FROM THE EMPLOYEE ENGAGEMENT SUMMIT THROUGH NEW CONNECTIONS AND INTERESTING TALKS, IT WAS GREAT TO HEAR THE CASE STUDIES ABOUT WHAT OTHER COMPANIES ARE DOING TO ENGAGE THEIR EMPLOYEES – HARRODS
68% IT WAS BETTER THAN I EXPECTED
HOW DID THE EVENT COMPARE TO WHAT YOU EXPECTED?
17%
MET MY EXPECTATIONS
WOULD YOU ATTEND THE SUMMIT AGAIN NEXT YEAR?
97%
YES/MAYBE
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t i m m Su s e t a g Dele
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VIDEO HIGHLIGHTS
SUMMIT HIGHLIGHTS
SPONSOR HIGHLIGHTS
Plenary 09:00
Chair’s Opening Remarks Scott McArthur, Co-Founder & Professional Speaker, Sculpture Consulting Ltd
09:05
How Technology Can Help Employees Become the Best Versions of Themselves Dr Sanja Licina, Phd, Future of Organisations, Globant
09:25
Brighton and Hove Albion FC Case Study: How Strong Values Can Drive Employee Performance and a Better Fan Experience Paul Barber, Chief Executive and Chairman, Brighton and Hove Albion FC
Hall 1 10:55
Chair’s Opening Remarks Scott McArthur, Co-Founder & Professional Speaker, Sculpture Consulting Ltd
Employee & Customer Engagement, Links to Performance & Profitability – Part One 11:00
Bayer Case Study: Building a Digital Culture Through Talent Transformation Melissa Harper, Senior Vice President of Talent And Inclusion, Bayer
11:20
Employee and Customer Engagement Links to Performance and Profitability Padmanaban S P, Lead – Marketing, Zoho Cliq
11:40
Royal College of Physicians Case Study: Engaging Staff to Agree Valuable Values Denise Sanderson-Estcourt, HR Learning and OD Business Partner, Royal College of Physicians
12:00
The Big Issue Foundation Case Study: Personal Resilience, Reward and Recognition on the Street Stephen Robertson, CEO, The Big Issue Foundation
12:20
Nestlé Purina Case Study: Taking Dogs into the Office – A Novel Strategy for Promoting Work Engagement, Commitment and Quality of Life Daniel Mills, Professor of Veterinary Behavioural Medicine & Co-Director of Animal Behaviour Clinic, University of Lincoln
12:40
Ministry of Justice Case Study: Creating a Values-based Organisation in HM Courts & Tribunals Service Antonia Dietmann, Organisation Capability HMCTS & Emily Stanley, Organisation Capability Consultant, HM Courts & Tribunals Service
13:00
Lunch and Networking
14:00
Build Better Work Relationships and Improve Employee Engagement with a Social Intranet Dominic Shillingford, Strategic Account Manager, LumApps
14:20
Employee-led Change within an Organisation Debbie Whittingham, Head of People Engagement and Communications, Xoserve
14:40
If Your Intranet Could Talk, What Would it Say About Your Organisation? Scott Hitchins, SVP, Interact
15:00
Nomad Foods Case Study: Our Way, Our Voice, Our Appetite for Growth Tim Kensey, HR Director, Corporate, Nomad Foods
15:20
The Evolution of Video in the Enterprise & How AI & Cognitive is Shaping Content Consumption Greg Holt, IBM Global Markets – Cognitive Solutions Unit Industry Platforms, IBM Watson Media
15:40
Trinity Laban Case Study: Journey of Engagement – Transformational Change with Strengths-based Approaches Paul Neville, Organisational Design and Development Lead, Trinity Laban
16:00
Coffee and Networking
16:30
KP Snacks Case Study: How KP Snacks Created a Proactive Culture Change Around Mental Health to Reflect our Values and Behaviours and Engage Colleagues in Improved Mental Health at Work Martin Power, Employee Health and Wellbeing Manager, KP Snacks
16:50
CIPD Case Study: The Future of HR is Based on Principles, Not Profit Tony Vickers-Byrne, Chief Adviser for HR Practice, Chartered Institute of Personnel and Development
17:10
The Manager Magnet – How Managers Energise Employee Engagement Nick Henley, The Difference
17:30
Drinks and Networking
Reward Recognition and Wellbeing – Part One
Internal Communications and Voice of the Employee – Part One
Transformation & Change Management
Reward Recognition & Wellbeing – Part Two
09:45
Measuring the ‘Unmeasurable’ Andrew Cocks, Occupational Psychologist, Questback
10:05
Zara Case Study: How to Make People Grow Efficiently Pablo Camba, Regional HR Manager North of UK, Zara
10:25
Coffee and Networking
Hall 2 10:55
Chair’s Opening Remarks Jo Moffatt, Strategy Director and Radio Show Co-Host, Engage For Success
Future of Workplace – Part One 11:00
Employee Engagement at Tata Consultancy Services Ramkumar Chandrasekaran, HR Director, Tata Consultancy Services
11:20
GSK Case Study: How We Built, then Tamed, our E-mail Monster. Delivering Targeted Personalised Content that Puts our 130,000 Employee’s First Joe Lees, Manager of Internal Digital Channels & Chelsea Jane Moore, Editor in Chief, Your GSK News and Internal Engagement Digital Transformation Lead, GSK
11:40
Refinitiv Case Study: Storytelling – Silver Bullet or Silver Buzzword? Victoria Silverman, Director of Innovation Enablement, Refinitiv
12:00
Wellcome Case Study: In Pursuit of the 4-Day Week Chris Newstead, Head of Internal Communications, Wellcome
12:20
Employee Engagement in the Age of Automation Michael Dean, Director of Employee Experience, Peakon
12:40
Leeds University Case Study: Are the Robots Coming? Megan Butler, Phd Candidate, Leeds University
13:00
Lunch and Networking
14:00
Daniel Whwaites Case Study: Growing Your Own Leaders (When You Have No Budget to Spend) Joanne Carlin, Director of People & Development, Daniel Thwaites
14:20
Life After Appraisals: A New Performance Management Model Stuart Hearn, Founder & CEO, Clear Review
14:40
St Andrew’s Healthcare Case Study: Engagement on the Edge Martin Kersey, Executive HR Director, St Andrew’s Healthcare
Future of Workplace – Part Two
Learning & Development – Part One
Employee & Customer Engagement: Links to Performance & Profitability – Part Two 15:00
Waitrose Case Study: Does Employee Engagement Really Deliver Better Change? Stuart Eames, Retail Innovation Lead, Waitrose
15:20
Translating What Employees Say into Usable Data Peter Clark, Co-Founder, Qlearsite
15:40
Seasalt Cornwall Case Study: Why Leaders Really Are the Key to Employee Engagement Success James Hampton, Head of Development and Engagement & Georgie Mills, Head of HR – Retail, Seasalt Cornwall
16:00
Coffee and Networking
Learning and Development – Part Two 16:30
Zoological Society of London Case Study: Culture Starter – Where to Start in the Confusion of Organisational Change Teresa Chandler, Senior HR & Training Business Partner & Nichola Stallwood, Head of Training & Organisation Development, Zoological Society of London
16:50
Be at One Case Study: Attract, Engage, Train & Retain Chris Lincoln, Head of Learning and Development, Be at One
17:10
Fuzzy Definitions – Why Most Digital Strategy Fails and How to Overcome it Michelle Carvill, Founder and Director, Carvill Creative
17:30
Drinks and Networking
Hall 3 10:55
Chair’s Opening Remarks Gerry Brown, Chief Customer Rescue Officer, Customer Lifeguard
Employee Engagement Strategy and Leadership – Part One 11:00
Microsoft Case Study: Customer Service and Support Building Customer Obsession Chris Burton, EMEA Location Manager, Microsoft
11:20
Continuous Listening or Continuous Ignoring: What it Means and Why it Matters Jessica Brook, People Scientist and D&I Lead, EMEA, Culture Amp
11:40
DAZN Case Study: Defining Your Employer Brand Paul Bennun, VP Internal Communications and Involvement, DAZN
Evolution of Workforce – Part One 12:00
ING Case Study: How do You Flex? Martha McKenzie-Minifie, Head of Corporate Communications, ING
12:20
Five Generations at Work: What’s Easy, What’s Not and What Will Make Work Better? Paul Devoy, CEO, Investors in People
12:40
Plymouth University Case Study: What’s Up with Engagement? Vikki Matthews, Non Executive Director, Torbay & South Devon NHS Foundation Trust & Richard Saundry, Associate Professor in Human Resources and Leadership Studies, Plymouth University
13:00
Lunch and Networking
Employee Engagement Strategy and Leadership – Part Two 14:00
Engaging European Commission Staff Through Meaningful Conversations Dace Kalnina, Internal Communication Professional & Olga Muravjova, Organisational Development and Staff Engagement Consultant, European Commission
14:20
Raising Engagement Over the Long Term Hedley Hamilton, CEO, Any3
14:40
Ofwat Case Study: Values as a Driver For Engagement Natasha Harris, Director of People, Ofwat
15:00
Wilson James Case Study: Creating an Employee Digital Profile Samantha Rope, Group HR Director, Wilson James
15:20
The Role of Office 365 in the Modern Workplace David Bowman, Intranet and Digital Workplace Consultant, Content and Code & Adam Wilcock, Design & Multimedia Manager, Office Depot
15:40
Securitas Case Study: Enhanced Employee Engagement Through a Step by Step Employee Excellence Mode Grainne Kelly, HR Director, Securitas
16:00
Coffee and Networking
Evolution of Workforce – Part Two
Internal Communications and Voice of the Employee – Part Two 16:30
CITI Bank Case Study: Rethinking Engagement – Using Behavioural Insights to Drive Change Debbie Bennett-Jackson, Marketing Consultant, CITI
16:50
Spektrix Case Study: The Power of Flexible Working Katherine Fitzgerald, People Director, Spektrix
17:10
CDC Group Case Study: Refreshing Values and Embedding Culture Change Adrienne Glad, Head of Internal Engagement/Head of Network & Gabrielle De Wardener, Head of HR Business Partnering Team, CDC Group
17:30
Drinks and Networking
Plenary 09:0009:05 09:0509:25
Chair’s Opening Remarks Scott Mcarthur, Co-Founder & Professional Speaker, Sculpture Consulting Ltd
How Technology Can Help Employees Become the Best Versions of Themselves Dr Sanja Licina, Phd, Future of Organisations, Globant
Plenary
Digital transformation appears as a key item on most organisation’s strategic plans. But many are not feeling as urgent to harness the true power of digital when it comes to their people as they are for other areas, likely because they have not realised its true power yet. Technology can make a tremendous impact on culture by helping to create a social tissue, expand empathy and enable employees to feel part of something larger — empowering them to truly be the best versions of themselves. To embrace this new reality, organisational leaders must build and promote an internal culture that is as agile as the technology being implemented. It is critical that they clearly demonstrate all of the positive impact that the technology will have on their people and give them a voice in the transformation. To effectively do that, they must first understand the incredible value themselves, and leverage the data and insights that technology brings forth to continue to better understand and shape their culture. In this presentation, attendees will learn • • •
The role technology plays in humanising organisations The value to the employees of digitising some aspects of culture How to use data and insights gained from technology to create more meaningful connections between employees, and grow and retain the best talent
Sanja Licina, Ph.D., is a leader of Globant’s Future of Organisations studio, where, by leveraging technology and AI, she creates platforms that help organisations transform their culture. She is a huge believer that technology can enhance humanity, and that we have a tremendous opportunity to build a better space inside of organisations to help employees become the best versions of themselves. Prior to joining Globant in 2017 she led several different business units at CareerBuilder. Sanja has managed international teams while living in Chicago, London, and currently from Buenos Aires. Sanja graduated with a doctorate in Industrial and Organisational Psychology from DePaul University and later obtained an executive MBA from Kellogg School of Management. She has spoken at numerous conferences and some of her research has been featured in publications such as TIME, The Wall Street Journal, Fast Company and Forbes.
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Brighton and Hove Albion FC Case Study: How Strong Values Can Drive Employee Performance and a Better Fan Experience Paul Barber, Chief Executive and Chairman, Brighton and Hove Albion FC How Brighton and Hove Albion Football Club uses its values and culture to drive high performance and success from its employees. Exploring the club’s journey from the Championship to the Premier League and how this was underpinned by the club’s Team Brighton Values. Paul Barber joined the board of Brighton & Hove Albion FC as the club’s Chief Executive in June 2012 and was promoted to become the club’s Deputy Chairman in November 2018. In Paul’s seven seasons with the club, Brighton & Hove Albion has reached three play-off semi-finals, finished 3rd in the EFL Championship in 2015/16, and secured automatic promotion to the Premier League in the 2016/17 season. The club finished 15th in its first ever Premier League season. Paul joined Brighton & Hove Albion from Vancouver Whitecaps FC where he became the first British football executive to lead a club in to Major League Soccer in 2011. Previously, Paul was Executive Director of Tottenham Hotspur FC, where he enjoyed EFL Cup Final success with Spurs at Wembley in 2008, against Chelsea, and suffered disappointment in the same competition just a year later when Spurs lost to Manchester United in the 2009 Cup Final. Prior to this, Paul was The Football Association’s first ever Director of Marketing, with responsibility for The FA’s commercial division, marketing and communications. He was also general manager for the England team at the UEFA European Championships in 2000 and at the FIFA World Cup in 2002. Paul currently serves as a member of The FA Council as one of the Premier League’s elected representatives, and also represents the Premier League as a member of the Professional Game Board which, with representatives from all the major footballing bodies, oversees professional football in England.
Plenary 09:4510:05
Measuring the ‘Unmeasurable’ Andrew Cocks, Occupational Psychologist, Questback In this presentation Andrew will explore why many organisations have difficulty coming to grips with their organisational culture. He will seek to explode many of the myths that surround culture and outline a simple framework through which it can be understood and successfully managed. He will do this with reference to recent research into the cultural factors behind gender inequality and the pay gap.
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Zara Case Study: How to Make People Grow Efficiently Pablo Camba, Regional HR Manager North of UK, Zara The future is becoming uncertain for companies involved in the Fashion Industry, and engagement is a very powerful tool to tackle that uncertainty. Most HR practitioners agree on the impact that motivation has in order to retain employees, and at Inditex we believe that the best strategy to motivate employees is to show them in a very clear and understanding way that they can internally grow and progress just having the right skills, attitudes and knowledge. If they bring the right attitude, our Managers Development Programme will support them in order to develop the skills and gaining the knowledge that they will need in order to be part of our next generation of managers who will be helping the company to remain on the top. Join me in order to discover how the biggest fashion retailer worldwide fosters the internal promotion.
Pablo Camba has been working as a HR Professional for the last 7 years. Within that time, he has had the opportunity to run different HR related roles within different countries of Europe, always having the employee’s wellbeing as a main priority. Currently, he holds the Head of Services position within in Inditex UK which means working along 6 different brands and over 100 stores and 4000 employees. Pablo and his team of HRBP provide support to different lines of the business and create the strategy that drives the business to deliver exceptional HR service to their internal customer. His personal and professional style could be very well defined quoting Gary Ryan Blair, motivational business speaker and author, who once said: “What is the distance between someone who achieves their goals consistently and those who spend their lives and careers merely following? The extra mile.”
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Coffee and Networking
Plenary
Andrew Cocks is an assessment psychologist specialising in organisational culture and employee engagement. He has specialised in employee research for 20 years and has been Group Head of Engagement and Employer Brand at HSBC and European Head of Employee Engagement for Watson Wyatt. He currently provides consultancy services as an affiliate of Questback. Andrew designed the award-winning CultureQuest Parity, an assessment for organisations to help them understand the cultural root-causes of inequality and the gender pay gap and develop targeted interventions to help close it.
Hall 1 10:5511:00
Chair’s Opening Remarks Scott McArthur, Co-Founder & Professional Speaker, Sculpture Consulting Ltd Scott has enjoyed a varied portfolio career as a research scientist, data analyst, human resources professional, board member of an international science festival, business consultant, musical producer and business founder. This unique blend of science, the arts and business lead Scott to form Sculpture Consulting in 2012. Sculpture aims to inspire people to think differently about themselves and change. Scott is an international keynote speaker, writer, coach and consultant who works with companies and individuals from all over the world and from across the business sectors. He is also a visiting lecturer at several of the UK’s leading business schools and universities.
Employee & Customer Engagement, Links to Performance & Profitability – Part One Bayer Case Study: Building a Digital Culture Through Talent Transformation Melissa Harper, Senior Vice President of Talent and Inclusion, Bayer As the workplace shifts in response to the onslaught of digital transformation, business leaders and employees globally are challenged to revolutionise their talent and skilling strategies to evolve with the Digital Age. In this session, Melissa Harper draws on her decade of experience executing enterprise-wide talent transformation to shape a digital culture and align to strategic business goals. In this session, she’ll explore: • • • •
External drivers or trends driving the demands on the Future of Work Impact of digital transformation and data analytics on the workplace Strategies for HR and business leaders looking to maintain a competitive advantage Modernisation of inclusion, learning, employment branding and talent marketing
In this leadership role, Melissa is responsible for developing, transforming and executing global talent strategies that drive a high-performance culture of innovation and inclusion at Bayer. Melissa brings her nearly 10 years’ experience at Monsanto, acquired by Bayer, to lead enterprise-wide talent transformation. Through best in class operational capabilities and analytics, Melissa developed a global function at Monsanto responsible for attracting talent, development, ensuring an inclusive environment, shaping a digital culture, and delivering talent needs that align to strategic business goals and preparedness for the future workforce. She has been recognised as a Diverse Business Leader and as a Top Executive in Corporate Diversity. Melissa began her career at Spencer Stuart Executive Search and later served as Senior Vice President of Talent Acquisition at Whirlpool Corporation and Wachovia. Melissa is from Chicago, IL, and received her BA in Psychology from Roosevelt University, and her MBA from the Keller Graduate School of Management. She is on the Boards of the St. Louis YMCA, Diversity Awareness Partnership, and St. Louis Mosaic Project.
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Employee and Customer Engagement Links to Performance and Profitability Padmanaban S P, Lead – Marketing, Zoho Cliq Employee engagement is paramount in the financial performance of a company. Active engagement of employees could impact in improved productivity which in turn contributes to the profitability of an organisation. While it may not directly add to one’s profits, it certainly helps in several indirect ways. Let’s take a glance at those factors related to employee engagement that indirectly contribute to the profitability of an organisation.
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Padmanaban believes that communication and collaboration are the keys to unleashing the full power of workplace talent. He is currently driving the marketing initiatives for Zoho Cliq – an internal communication tool and also a guest faculty member at the Triumphant Institute of Management Education. Before joining Zoho, Padmanaban oversaw Uber’s Chennai campaign. He built strategic brand partnerships and identified factors that helped the brand gain traction and improved consideration. In his spare time, Padmanaban enjoys hosting corporate shows for brands and in the past he has hosted promotional activities for brands including Shell, Honda, Volkswagen, Maruthi Suzuki, Scope International and more.
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Royal College of Physicians Case Study: Engaging Staff to Agree Valuable Values Denise Sanderson-Estcourt, HR Learning and OD Business Partner, Royal College of Physicians Ever wondered why staff can’t tell you their company values even when they’re on the wall? Ever wondered if it’s possible to get the essence of an organisation in a few words? Ever wondered if you could get everyone engaged in the process and agree the end result? Despite having worked on values projects previously, I still asked these questions when planning to review the RCPs values given that the organisation does such a wide range of work. This presentation takes you through the journey we took, how we engaged a range of stakeholders and how it all ended up. In this session, she’ll explore: • • • •
External drivers or trends driving the demands on the Future of Work Impact of digital transformation and data analytics on the workplace Strategies for HR and business leaders looking to maintain a competitive advantage Modernisation of inclusion, learning, employment branding and talent marketing
Denise has worked in a range of sectors and roles in her 20 year plus career which started in the hospitality industry. She has been in her current role for 4 years and had lead a number of corporate projects in that time. Denise has held a number of Organisational Development roles, in the NFP sector, since 2003. Denise is a HR professional with a strong Internal Communications focus, has trained as an OD Practitioner and a holds a certificate in Change Management. She has also been on a Board of Trustees for 9 years as the HR specialist. Outside of the field of HR, Denise is a trained image consultant and applies her skills in this area to work with both adults and in schools. She is described as positive, energetic, engaging, supportive and professional.
Hall 1 Reward Recognition and Wellbeing - Part One 12:0012:20
The Big Issue Foundation Case Study: Personal Resilience, Reward and Recognition on the Street Stephen Robertson, CEO, The Big Issue Foundation The Big Issue has a 27 year plus history of helping homeless and disadvantaged people to help themselves by buying and selling their magazines with their own cash and keeping the profits. The magazine is an alternative to begging and crime that creates real personal and social change. Stephen Robertson will explore the evolution of the magazine and how its innovative approach to tackling social ills builds the personal resilience, recognition and rewards that are essential for personal change in one of the toughest face-to-face jobs in the United Kingdom. • • •
Hear about the genesis & lessons learnt from a world famous ‘social brand’ Learn about the lasting value of real customer engagement Learn how ‘Everyday Activism’ fits into the modern workplace
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Nestlé Purina Case Study: Taking Dogs into the Office – A Novel Strategy for Promoting Work Engagement, Commitment and Quality of Life Daniel Mills, Professor of Veterinary Behavioural Medicine and Co-Director of Animal Behaviour Clinic, University of Lincoln Could taking dogs into the office be a novel strategy for promoting work engagement, commitment and quality of life? Nestlé Purina has supported quantitative research, conducted by Professor Daniel Mills and Dr. Sophie Hall at University of Lincoln, School of Life Sciences, to study the effects of having dogs in the office. The results confirm a positive impact in employees` engagement, turnover intention or work-related quality of life. Nestlé Purina has been allowing dogs into many of their offices across Europe for several years now. They have a consolidated scheme called Pets at Work, an initiative that they are also spreading among other companies through the Pets at Work Alliance. Prof. Daniel Mills, Professor of Veterinary Behavioural Medicine and Co-Director of Animal Behaviour Clinic at University of Lincoln, will provide a scientific overview of this research which indicates how having pets at work can improve the lives of pets, their owners and their co-workers and potentially improve productivity too. Daniel Mills is a leading academic authority on companion animal behaviour. He was the country’s first specialist in veterinary behavioural medicine, to be recognised by the Royal College of Veterinary Surgeons and received his Fellowship from the RCVS in recognition of his contributions to the field. Professor Mills has published more than 100 full scientific research papers and more than 50 books and chapters for both professionals, (e.g. academics, animal trainers and those working in AAI) and the wider public. His work focuses primarily on the processes underlying individual differences in animals and effects of the human-animal bond. In recent years, he has increasingly focused on the benefits that animals can bring to individuals and wider society.
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Stephen has been CEO at the Big Issue Foundation since July 2007. His previous role was Director of Commercial Operations at Shelter, where he had responsibility for a chain of 100 charity Stores, a mail-order business and a Training business primarily focusing on Housing professionals. Stephen was a member of the Senior Management Team with cross organisational responsibility for the strategic management of the Charity. Stephen was at Shelter for 13 years. Stephen helped found and ultimately chaired the professional body that represents the majority of Charity Retailers in the UK, ‘The Association of Charity Shops’. Stephen is a Trustee of the homeless health care charity, London Pathway, a Trustee of TRAID, a charity committed to protecting the environment and reducing world poverty by recycling and campaigning at home and Chair of the Board of Trustees of Shoreditch Town Hall Trust.
Hall 1 12:4013:00
Ministry of Justice Case Study: Creating a Values-based Organisation in HM Courts & Tribunals Service Antonia Dietmann, Organisation Capability & Emily Stanley, Organisation Capability Consultant, HM Courts & Tribunals Service HMCTS is responsible for the administration of criminal, civil and family courts and tribunals in England and Wales – and non-devolved tribunals in Scotland and Northern Ireland. We handle about four million cases a year, operate from around 350 courthouses and tribunal centres, and employ approximately 15,000 people, most of whom are frontline, operational staff. We launched a once in a generation transformation programme of our services in 2016. To enable the culture change that underpins our transformation we wanted to re-connect our employees with our organisational values: Purpose, Humanity, Openness, and Together. These values link us to our parent department, the Ministry of Justice (MoJ), and all the other agencies of the MoJ. In January 2018 we started a year-long values communications and engagement campaign. It started and ended with a survey measuring awareness of the values. We developed innovative tools, workshops, and media to help people explore what our values means to them and find ways to live them every day at work. This session will share what we did and what we learned from our year of values.
Emily Stanley is an Employee Engagement Consultant at HM Courts & Tribunals Service (part of the Ministry of Justice). Emily is passionate about creating the sort of working environment in which we can all thrive, fulfil our potential and support each other. She draws on 13 years’ experience designing learning and development solutions and is a lean practitioner in her role. Now, Emily is supporting employees through the largest reform of the justice system in history by designing and delivering engagement consultancy and interventions. As part of this role she leads a network of Lead Engagement Champions comprising senior leaders across the business. Emily’s motivation is to create an engagement confident organisation where leaders at all levels understand what true employee engagement is and how they can contribute to achieving it. She also strives to support them to make best use of their engagement insight gained through employee surveys and other sources. Emily also leads on embedding organisational values in HMCTS and delivered a highly innovative communications campaign to raise awareness of our values and encourage colleagues to live them every day, particularly as we move through change. The scale of the campaign, creativity, and opportunities to show our organisation at its best in our ‘year of values’ campaign had not been tried before. Emily was shortlisted for a HM Courts & Tribunals Service award in recognition of this.
13:0014:00
Lunch and Networking
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Antonia Dietmann is a senior HR leader at HM Courts & Tribunals Service (part of the Ministry of Justice). She has previously been Deputy Director of Organisation Capability and Head of Employee Engagement supporting employees through the largest reform of the justice system in history. Early experiences researching workplace bullying amongst teachers and sexual harassment in the Armed Forces impressed upon her the negative impact of working relationships gone wrong. As such, she is passionate about the fundamental need for meaningful work relationships as a key driver of successful business outcomes. To enable this, Antonia brings psychological evidence and creativity together to deliver sustainable interventions at a large scale. These draw on nearly 15 years’ experience as an Occupational Psychologist with expertise in research/ evaluation, organisation & leadership development, inclusion and wellbeing. During this time Antonia has also been Chair of the UK’s Division of Occupational Psychology (part of the British Psychological Society). In recognition of her high-quality work on inclusion at the Department for Work & Pensions, Antonia was awarded the UK’s Occupational Psychology 2017 Practitioner of the Year. She has also won the Association of Business Psychology’s Excellence in Employee Engagement award for developing HMCTS’ people proposition. Antonia has worked in three of the ‘big five’ government Departments, all of which were undergoing major organisational transformation, after starting her career at the University of Sheffield and RollsRoyce. She is currently pursuing a doctorate focusing on high-quality working relationships in organisations.
Hall 1 Internal Communications and Voice of the Employee – Part One 14:0014:20
Build Better Work Relationships and Improve Employee Engagement with a Social Intranet Dominic Shillingford, Strategic Account Manager, LumApps Social intranets are the gateway to a wider digital workplace that drives a better team collaboration and productivity. Hear how leading companies promote their corporate culture and share targeted information based on users’ profile. LumApps helps people work smarter and faster thanks to a full integration with your collaborative suite. LumApps’ social features enable employees to communicate and share ideas even on the go. With concrete use cases, learn how to connect, inform and engage employees in an innovative digital workplace.
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Dominic Shillingford has been the Strategic Account Manager at LumApps for the past year.
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Employee-led Change within an Organisation Debbie Whittingham, Head of Communications, Xoserve Having a wide variety of opportunities for employees to have a voice at work is essential when creating a culture where all employees are truly valued as stakeholders within the organisation – but taking action and being authentic with the responses is much more difficult than it sounds. I want to share with you the journey we have started within my organisation to increase the quality of interactions with our employees, move from a “parentchild” relationship to an “adult – adult” relationship, increase job satisfaction and aim to delight all employees so that they go home more energised than when they arrived! Debbie has 20 years of experience in communication roles and is currently Head of People Engagement and Communications for Xoserve Key strengths and abilities are:• • • •
Translating organisational objectives into creative corporate communications and Employee Engagement strategies and programmes Leading organisations in all areas of communications and exercising strong judgement in the development and delivery of engaging, consistent and accurate key messages to defined audiences Leading a team of communications specialists to devise, develop and implement internal and external communications programmes Proposing and managing ideas, themes and timescales for communications projects and campaigns
Debbie has a passion for Employee Communication and culture and making the workplace an engaging exciting place to be.
Entry Deadline: 15th July
Hall 1 14:4015:00
If Your Intranet Could Talk, What Would it Say About Your Organisation? Scott Hitchins, SVP, Interact In a world of exponential data growth, shifting communication priorities, and changing workforce demographics, what can a modern intranet reveal about your organisation? In this talk, Scott will run through how Interact uses modern Machine Learning techniques to analyse thousands of interactions and recognition moments across hundreds of organisations and how this has uncovered: • • •
New insights about businesses Hidden relationships and points of weakness Predictions of negative workforce trends
Scott is SVP of global growth and partner at Interact. Working with customers like ASOS and the European Central Bank, Scott is responsible for driving growth across all sectors. He has a passion for technology and gin. Occasionally the order is reversed.
Transformation & Change Management Nomad Foods Case Study: Our Way, Our Voice, Our Appetite for Growth Tim Kensey, HR Director, Corporate, Nomad Foods Through Nomad Foods we have brought together very different businesses, BirdsEye Iglo and Findus – never an easy process. But with a highly centralised model in Birds Eye Iglo and a very decentralised model in Findus such an integration was an even greater challenge. We wanted to create one company with one vision and one supporting set of values for 4,000 employees across 13 countries, 15 offices and 9 factories. To achieve our ambition we had widespread restructuring and reorganisation, ongoing newsletters, quarterly CEO webcasts, a new culture survey, the launch of a new performance management framework, one approach to talent management and the launch of the Nomad Foods People Awards. We achieved this in tight timeframes and are now experiencing ongoing great business results and ever-increasing levels of employee engagement. Tim started his career with Price Waterhouse then moved into Human Resources starting with Reward and Policy roles before taking on more Generalist activities. He is currently the HR Director, Corporate for Nomad Foods, whose brands include Birds Eye, Aunt Bessies, Goodfella’s, Findus and Iglo, covering markets from Portugal through to Finland. He has a passion for Employer Branding and Engagement and is currently developing the employee value proposition for Nomad Foods – a new Company with a great heritage. This builds on previous interventions at Nomad Foods, including a common set of values, “our way”, and one HR voice, “Iglo&Me”. These follow previous initiatives such as “My Benefits” at Shell and “MyCar” at BOC. Broad HR expertise includes Strategy, M&A, Employer Branding & Engagement, Reward & Policy Development, Business Partnering, Change Management, Talent Management, Recruitment, HR Systems and HR Services. He has worked in complex international, multi-business matrixdelivery environments including Nestlé, Shell, L’Oreal (The Body Shop) and Nomad Foods.
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Hall 1 15:2015:40
The Evolution of Video in the Enterprise & How AI & Cognitive is Shaping Content Consumption Greg Holt, IBM Global Markets – Cognitive Solutions Unit Industry Platforms, IBM Watson Media The world is seeing exponential growth in the amount of video content being created and consumed, with more content created in the last 30 days than the last 30 years of broadcast television. In the last decade many Enterprises have been grappling with how to leverage video for Internal Communications, Training, Executive Messaging & Marketing and are faced with challenges around IT, security and the cost of creating content. As some of these barriers are coming down, it is becoming possible to adopt AI & Cognitive technology to increase the effectiveness and impact of Video Communication.
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Greg has worked in the Enterprise Video arena for over a decade, bringing the technology that launched the BBC iPlayer, Sky Player and 4oD to Enterprises enabling them to adopt Live & On Demand Video Strategies. Having assisted in deploying solutions to over 2 million Enterprise Desktops across both public and private sector, he has seen the market evolve and is now assisting customers deliver end-to-end video strategies from content creation to the delivery of personalised video feeds and cognitive search.
15:4016:00
Trinity Laban Case Study: Journey of Engagement – Transformational Change with Strengths-based Approaches Paul Neville, Organisational Design and Development Lead, Trinity Laban Not many organisations can boast being fully strengths-based. Often, it is a presenting talent management or talent acquisition issue that leads to a single strengths-based solution being designed and delivered. In this presentation Paul will share how he led an organisation’s journey of transformation, culminating in the successful adoption of strengths-based approaches into people management philosophy and practices. This contributes to both increased employee engagement and productivity. He will also explore how piloting ‘playing to strengths’ is playing out at another organisation. As Paul shares insights and learning, why not see if you can spot any of his standout strengths. This presentation is ideal for anyone curious about how strengths-based approaches can unlock sustainable performance, whether at an individual or organisational level. Paul is passionate about sustainable performance improvement gained through transformational change – both within organisations and in sectors in which they operate. He helped transform the Housing Ombudsman Service to be more strategic and outcomes-focused using a range of contemporary approaches, including strengths-based and appreciative inquiry. Paul increased employee engagement to 80 per cent on a 94 per cent response rate. He was also instrumental in developing and delivering a sector development strategy supporting mindset and behaviour change within the rented social housing sector, shifting the focus from complaint handling to effective dispute resolution. Currently working with Trinity Laban Conservatoire of Music and Dance, he is advising on leadership development, modernising the HR operating model and piloting strengths and employee driven workplace innovation approaches. Paul is a leadership development and OD professional with over 24 years’ experience. He is a Chartered Fellow of the Chartered Institute of Personnel and Development (CIPD), a Fellow of the RSA and a member of the leadership team of the RSA fellowled Reinventing Work Network. He has recently been invited to contribute thoughts to the newly formed Engage for Success movement’s Meaning in Work Thought and Action Group.
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Coffee and Networking
Hall 1 Reward Recognition & Wellbeing – Part Two 16:3016:50
KP Snacks Case Study: How KP Snacks Created a Proactive Culture Change Around Mental Health to Reflect our Values and Behaviours and Engage Colleagues in Improved Mental Health at Work Martin Power, Employee Health and Wellbeing Manager, KP Snacks To help our colleagues ‘survive and thrive’ we have to value their physical and emotional wellbeing as this reflects our values and behaviours as a business and helps us to engage and retain our talent. I have had a wide variety of roles from an initial apprenticeship as a decorator to a charge nurse in one of the busiest accident and emergency departments in Europe. I specialised in Occupational Health and have worked in this area for almost 25 years. I have worked with a large number of businesses from manufacturing, car makers, food production, police and fire services, local government and a dog food manufacturer. Mental health and the impact on business, employees and wider families has grown exponentially. I have worked for KP Snacks for almost 3 years in which we have seen massive changes in our culture of how we support colleagues and the business. The strategy we have implemented feels like it reflects the business and our values and behaviours in which we place valuing our people at the top of our agenda to keep colleagues energised and engaged.
CIPD Case Study: The Future of HR is Based on Principles, Not Profit Tony Vickers-Byrne, Chief Adviser for HR Practice, Chartered Institute of Personnel and Development “Effective employee voice is underpinned by an organisation’s diversity and inclusion and employee wellbeing activity” The session will cover how the CIPD is putting diversity and inclusion and employee wellbeing at the centre of its ‘good work’ agenda, helping to put the ‘human’ back into human resources and encouraging employers to gather and act upon the ideas and expertise of their employees. Tony has over 25 years’ experience at HR director level, primarily in the NHS. This included roles at The Health Protection Agency, The Royal Brompton & Harefield NHS Trust and The Royal Surrey Hospitals NHS Trust, where he also led on facilities and communications. Tony was HR Director at Public Health England and its Chief Adviser for Diversity and Inclusion and Staff Wellbeing prior to taking up his latest role in October 2018. Tony is working with CIPD colleagues on a range of national initiatives across diversity and inclusion, employee wellbeing and employee engagement. Tony is also a member of Professor Sir Cary Cooper’s National Forum for Health and Wellbeing at Work, a Trustee at the Royal Society for Public Health and is a regular presenter at national employment events.
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The Manager Magnet – How Managers Energise Employee Engagement Nick Henley, The Difference Managers account for between 70-80% of the difference in employee engagement. Yet, in spite of the estimated $720bn p.a. being spent on this area in the US alone, very little is finding its way into the development of manager skills and, even when it does so, this often translates poorly into behaviour change and actual results. This session takes participants through the steps they need to take to help managers change the behaviours that matter and engage their employees in doing so. I enable customer and employee engagement through behaviour change. In my career, I have helped FTSE and global companies produce change, enhance employee and customer engagement, and grow tomorrow’s leaders. I do so by connecting financial and strategic factors to organisational and behavioural change. Capabilities include leadership development, change, team development, L&D strategy, employee engagement and enhancement of organisational culture, and coaching of senior leaders. I have also helped companies navigate change and implement change programmes with buy-in at all levels.
17:3018:30
Drinks and Networking
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Hall 2 10:5511:00
Chair’s Opening Remarks Jo Moffatt, Strategy Director and Radio Show Co-Host, Engage For Success
Jo has been a volunteer with the Engage for Success movement since its launch. As Strategy Director she sits on the Core Team and co-hosts the weekly Engage for Success radio show. EFS radio draws guests from across the engagement world with interesting stories to share. The Engage for Success agenda is absolutely aligned with Jo’s vision ‘to make workplaces better places to be’. Jo’s ‘day job’ is MD and founder of Woodreed, a specialist ad agency who use the tools, techniques, creativity and insight of the advertising world to engage employees inside organisations. Jo is passionate about brands and their power to move people. She is equally passionate about employee engagement and its vital role in delivering a high performing organisation. Put the two together and she becomes almost evangelical about the power a well-positioned and consistently delivered brand has as a catalyst for employee engagement and business success.
Future of Workplace – Part One 11:0011:20
Employee Engagement at Tata Consultancy Services Ramkumar Chandrasekaran, HR Director, Tata Consultancy Services How Employee Engagement in TCS is helping the organisation’s business transformation journey. •
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GSK Case Study: How We Built, then Tamed, our E-mail Monster. Delivering Targeted Personalised Content that Puts our 130,000 Employee’s First Joe Lees, Manager of Internal Digital Channels & Chelsea Jane Moore, Editor in Chief, Your GSK News and Internal Engagement Digital Transformation Lead, GSK Joe Lees and Chelsea Moore of GSK will share how they are unifying and consolidating hundreds of email newsletters to reduce noise and engage employees in GSK’s new company strategy. Hear about the challenges they face producing a targeted, personalised newsletter which has 180+ contributors and is sent to 135,000 employees in a new, collaborative process that puts the audience first. A digital manager with a pragmatic approach. Experienced in B2B and B2C communications, from concept to delivery and beyond. Specialties: Management, Team Leadership, Digital Production, Media Production, Print Production. I’m a digital communications expert with more than seven years of experience working in corporate communications across change and transformation projects and content and channel management. A journalist by trade, and with an MA in documentary film, I help drive business outcomes and embed organisational change through highly visual, eye-grabbing communications and great narratives that engage, inspire, enable and inform.
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HR Director, Tata Consultancy Services (TCS) – UK& Ireland; TCS UK is one of the largest IT services Company in UK with more than 18,000 employees and £2 Billion+ in revenue Global experience of 20 years spanning different countries (United Sates, India and UK) Previous roles include Head of HR of Retail Business Unit in TCS, and Head Staffing – TCS North America (based in New Jersey, Unite States) and several other leadership roles Recognised in TCS for key initiatives in HR Transformation, Mergers and Acquisitions, Leadership Development, Employee Health and Safety and deployment of HR practices at scale across the organisation Certified Compensation Professional, Bachelor of Law (B.A, L.L.B), M.B.A (HR), Gold Medalist in Indian Constitutional Law.
Hall 2 11:4012:00
Refinitiv Case Study: Storytelling – Silver Bullet or Silver Buzzword? Victoria Silverman, Director of Innovation Enablement, Refinitiv Storytelling, it’s the new word on the employee engagement street. But isn’t it what internal communication groups and HR do every day and have been doing for years? Are we putting lipstick on a donkey or really changing the way we communicate? This presentation looks at the new trend, how it can be achieved and what the prize for engagement is if we get it right. How can a storytelling framework be developed and benefit your organisation? Victoria Silverman is a global engagement specialist who gets results by creating the content and strategy to inspire collaborative behaviours and create the right culture for a business to succeed. Her background is in journalism, teaching and corporate storytelling. Victoria leads global employee engagement for Innovation at Thomson Reuters, now Refinitiv, delivering record breaking, award-winning campaigns. Victoria has worked for Deloitte, ITV and the Government in editorial, corporate comms and change management roles. In her spare time, she is director of The Missing Manual Ltd, founder of the parenting online community BeTeenUs.com, and a communications lead for the charity Urban Synergy.
Future of Workplace – Part Two 12:0012:20
Wellcome Case Study: In Pursuit of the 4-Day Week Chris Newstead, Head of Internal Communications, Wellcome
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Wellcome is serious about understanding the benefits of a 4-day working week. Since October 2018 we have been exploring and researching the complexities involved in implementing a 4-day week within our organisation of 800 people. We’ve been working with consultants, LEK, across 2019 and a decision was made in April by our governing body about whether this was something we could successfully trial. Chris Newstead, Head of Internal Communications, will explore the rationale behind the proposition and the process that led to a decision, and what we can all learn from looking to work less to achieve more. Chris Newstead MCIPR has been Head of Internal Communications at Wellcome for the past 8 years. For the 15 years before he was in marketing and PR working in telecoms & broadcast.
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Employee Engagement in the Age of Automation Michael Dean, Director of Employee Experience, Peakon How can organisations bring the best out of people, when software and robotics-driven automation is reshaping the global economy? Michael Dean from Peakon will explore the science of human motivation, the historic trends that point to a direction for the future of work, and how the responsibilities of leaders are rapidly changing to meet these demands. Michael is director of employee experience at Peakon, the employee engagement platform. As one of the organisation’s first employees he joined the fledgling business in 2015. Prior to his current role, he was instrumental in formulating the methodology that unpins Peakon as the director of organisational development science. He also supported enterprises in their adoption of real-time employee feedback and agile HR processes, working closely with Capgemini, easyJet, and Reach plc. Today, Michael ensures that the day-to-day experience of working at Peakon aligns with the organisation’s values and enables everyone to reach their full potential. Originally from the UK, he has spend the last eight years living in Copenhagen. He now shares his time between Peakon’s offices in the Danish capital, London, New York, Berlin and Auckland.
Hall 2 12:4013:00
Leeds University Case Study: Are the Robots Coming? Megan Butler, PhD Candidate, Leeds University What every HR professional needs to know about AI in HR. 2019 is proving to be the year of AI, but what does this mean for HR professionals? This talk with cover the basics of AI in HR and how HR professionals should be considering emerging technologies in their business and HR service delivery. The talk will also cover case studies that look at the application of different AI technologies in different HR functions. Megan is a PhD candidate at Leeds University Business School (LUBS) and the in-house HR specialist at CogntionX, an AI specialist research house. Her work is looking at the AI market for HR. Her interests include the practical application of AI in HR and its impact on the future of work. Bringing together more than 10 years of professional work in business and HR with an extensive academic background, Megan’s goal is to bridge the theoretical/practical gap with her research. In addition, providing HR professionals and business leaders with insights and actionable advice around the use of AI.
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Lunch and Networking
Learning & Development – Part One Daniel Thwaites Case Study: Growing Your Own Leaders (When You Have No Budget to Spend) Joanne Carlin, Director of People & Development, Daniel Thwaites Three years ago the business was embarking on an aggressive growth strategy. The only downside of this was where we got all of the leaders we needed to support this. Sounds simple, we could just buy them in or throw cash at developing people. The catch here was we didn’t really have the budget for either of those things, so the only solution we had was to grow our own, and fast. The solution was a talent programme designed to create the leaders we needed. After that we built Academies to continue that trend, which today are thriving and developing leaders from the entry level through to Directors. Jo Carlin is the Director of People and Development at Daniel Thwaites plc, a hospitality company established over 200 years ago that now owns circa 250 pubs, characterful inns and hotels. Having joined in 2016 she is transforming the way the business approaches the management, development and engagement of its 1600 workforce, who are spread the length and breadth of the country. Having previously worked for Pirelli as UK HR Director, Danone as Head of HR within their Medical Division, and John West as HR Director Europe, Jo has experience of both national and international companies. She thrives on getting to the heart of the issue and delivering solutions that enable businesses to move forward in a positive way. Regardless of the size of the business, she is passionate about developing people and creating environments which engage and inspire.
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Life After Appraisals: A New Performance Management Model Stuart Hearn, Founder & CEO, Clear Review There has been a huge amount of coverage in the HR literature recently about the death of annual appraisals. What seems to be lacking however, is clear and practical guidance as to how to go about replacing them. After helping 150+ organisations move away from traditional appraisals, Stuart will explore practical solutions to the common challenges that Learning and Talent leaders are facing in transitioning to a more effective performance model centred around regular, meaningful performance conversations and continuous feedback. Common challenges in ditching annual appraisals • • • •
How do I get people to have both more frequent and more meaningful conversations How do I get buy manager and employee buy-in for a continuous approach to performance management? How do I tackle ratings and pay without a traditional annual appraisal process? What is the role of technology in a post-appraisal world?
If you’re reviewing your performance management processes and are trying to drive meaningful culture change in your organisation – this session is for you! Stuart is a speaker, performance management specialist and the CEO & Founder of performance-tech company Clear Review. With 20 years’ HR experience, both as an HR Director and consultant, he has spent the last 10 years working with organisations such as Next, Clydesdale & Yorkshire Banking Group, Ricoh and The Valuation Office Agency – helping them move from annual appraisals to a modernised performance development model underpinned by digital tools. Prior to this, Stuart held inhouse HR roles for organisations including BP, United Biscuits and Sony where he was International HR Director.
St Andrew’s Healthcare Case Study: Engagement on the Edge Martin Kersey, Executive HR Director, St Andrew’s Healthcare There are very few workplaces where one can score high engagement, make a real difference to patients and their carers by transforming the lives of some of the most vulnerable people in our society. However, how do you achieve high levels of engagement in an environment where your people witness behaviours which can be traumatic, abusive or even result in harm? This presentation will explore the approach we have taken at St Andrew’s from recruitment and throughout the employee life-cycle, some of the challenges we have faced and the successes we have achieved in the last 3 years. A commercial UK and International Human Resources Director with a track record of delivering sales, project growth and employee engagement at global, European and national level. Powerful combination of successful strategic and operational leadership in both large and small organisations. Martin has worked for Hertz, Burger King, Rentokil Initial, Private Equity backed Mayborn Group, Interpublic Group and St Andrew’s Healthcare a top 20 UK Charity. At Burger King he was opening one new restaurant every working day across 37 countries in Europe. At Rentokil he was responsible for over 30,000 employees and at Mayborn opening new markets across Asia, Eastern Europe and North America.
Entry Deadline: 15th July
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Hall 2 Employee & Customer Engagement: Links to Performance & Profitability – Part Two 15:0015:20
Waitrose Case Study: Does Employee Engagement Really Deliver Better Change? Stuart Eames, Retail Innovation Lead, Waitrose It’s simple right. Engaged employees deliver better change? Surely. This is what has always been quoted although I never like the word “surely”. For me the bigger question is how do you engage your employees. Do you involve them in the decisions upfront, allow them to influence during or just ask them for feedback at the end.The simple answer is always the best, maybe it would be great to do all 3. Let me explain all this and more, through the Waitrose and Partners engagement lens, an experiment in how to embrace the power of your employees. Stuart is a passionate and enthusiastic leader in Innovation, process improvement and lean methodology, working within Waitrose and Partners, a tier one British Grocer. Having spent 16 years running supermarkets and understanding first hand how inefficiency and poor processes lead to employee frustration, Stuart is now leading Retail innovation for Waitrose having delivered £8m savings to date. Stuart specialises in idea management, having launched the Waitrose Partner Ideas scheme, designed to give a voice to the employee and take ideas from grassroots through to delivery. Stuart knows first hand that harnessing the power of the workforce to solve business problems and using a tried and tested methodology delivers fantastic results.
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15:2015:40
Translating What Employees Say into Usable Data Peter Clark, Co-Founder, Qlearsite If you believe in employee engagement – but have been frustrated with the process and results, this talk focuses on how you can change that. Qlearsite co-founder talks about: • • • •
The challenges of pulse surveying How to ask fewer, better questions How to uncover hidden insights using language analysis Linking survey data to growth and productivity.
A consultant for most of his career (Accenture, BCG, Marakon), Peter has worked with management teams in some of the world’s largest and most successful companies. Using this experience and expertise, Peter co-founded Qlearsite: – a workforce analytics company that helps organisations improve business performance through happier, better motivated and engaged people. Recently Qlearsite has pioneered new software to help us better understand and measure employee engagement.
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Seasalt Cornwall Case Study: Why Leaders Really Are the Key to Employee Engagement Success James Hampton, Head of Development and Engagement & Georgie Mills, Head of HR – Retail, Seasalt Cornwall Leadership is regularly highlighted as a primary factor in employee engagement, but are we really getting this part of the jigsaw right? Seasalt Cornwall has experienced rapid growth in the retail sector over the last few years. It also buck’s the recent trend on the high street and while others are closing Seasalt is opening. This insightful session will introduce you to Seasalt Cornwall’s approach to leadership, how this and a number of other people interventions are driving their engagement in store, in its distribution centre and head office and how this is leading to high street success.
Hall 2 James’ varied and extensive experiences in the Military, Further Education and most recently private sector Retail at Seasalt have enabled him to take a unique view on people development and employee engagement Since joining Seasalt in 2017, James has redesigned the learning strategy from a traditional order taker to modern business aligned provision, focussing on Leadership capability and performance. Seeing Leadership as the key enabler to employee engagement has seen James gain recognition from the Learning and Performance Institute for Seasalt’s Leading people programme that focusses Seasalt Leaders on Emotional Intelligence, Coaching and High performance teams.
Starting her career working with charities, social enterprises, public sector and most recently joining Seasalt in 2017, Georgie is deeply passionate about great people based HR practices that add value and most importantly make a positive impact. Georgie has established business partnering at Seasalt, acting as a true partner driving the people agenda whilst maintaining a commercial focus. Seasalt’s success is driven by our fantastic people, Georgie sees employee engagement as the key to unlocking potential for our people and the business.
16:0016:30
Coffee and Networking
Learning and Development – Part Two 16:3016:50
Zoological Society of London Case Study: Culture Starter – Where to Start in the Confusion of Organisational Change
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Our culture fundamentals Creating a different narrative Empowering leaders and managers Strengths and Diversity
I love people and I am passionate about employee engagement and development. I am a practical and commercial OD and HR professional with a track record of international strategic and operational roles. Over the years I have gained experience across a broad spectrum of HR disciplines including learning and development, business partnering, talent management, employee engagement, employment relations, change management, HR setup and management, resourcing, remuneration, global mobility and business expansion/restructuring. I have advised corporate and management teams, managed cross cultural/remote teams and have a proven record of achievement and delivery of complex and regional HR projects. I have also been a coach to external clients in fee earning roles across various sectors. Strengths include strategic business partnering, project delivery within tight timescales and consistently exceeding demanding service standards, resilience to work in a demanding environment with the ability to manage and drive forward change, exceptional interpersonal and communication skills both verbal and written.
Nichola has over 20 years experience in the OD arena. Before joining ZSL, Nichola worked as a Management Consultant providing high level facilitation to complex programmes and as a senior manager in the Big Lottery Fund. More recently Nichola worked at the Natural History Museum and at Catalyst Housing Group leading culture change, employee engagement and development, achieving IiP accreditation and a coveted place on the Times Top 100 Best Companies. Nichola with her team at ZSL is responsible for the development of people, employee engagement, leadership development and performance management. Nichola is a qualified coach with the University of Edinburgh Business School, a fellow of the Chartered Institute of Personnel and Development (CIPD) and has an MSc in organisational psychology.
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Teresa Chandler, Senior HR & Training Business Partner & Nichola Stallwood, Head of Training & Organisation Development, Zoological Society of London
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Be at One Case Study: Attract, Engage, Train & Retain Chris Lincoln, Head of Learning and Development, Be at One Faced with the uncertainty of Brexit and the impact it would have on recruitment along with a rapid expansion programme set to start from the beginning of 2019, we wanted to create an engagement and development programme that would attract and retain professional Bartenders. After the take over from Stonegate Pub Company in August 2018, Be At One was offered the opportunity to take on a vast number of new sites starting from January 2019. The goal is to open 14 bars in one year which would require almost doubling the current bartender levels which is 420 to 700. The challenge was to attract a vast number of new staff as well as reduce turnover of existing staff to retain strong, high performing bartenders across the business. We were also tasked with positioning the company to be able to consistently train and induct a vast number of bartenders continuously throughout the year. Starting in hospitality 18 years ago, I have worked towards designing and implementing a variety of L&D functions for various businesses. From setting up an international training school in Ireland to creating welfare to work programmes in London for major events such as the Wimbledon Championships and the Olympics I have experience in all aspects of L&D. I have worked for major companies such as Compass Group and currently Be At One, building various training and development initiatives from front line to director level. I have a speciality in setting up L&D departments with both vocational and in house abilities, utilising digital and face to face learning throughout.
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Fuzzy Definitions – Why Most Digital Strategy Fails and How to Overcome it Michelle Carvill, Founder and Director, Carvill Creative
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Digital strategy is a key component of organisational strategy – driven from the top. This presentation explores how digital technologies can be utilised by leaders across the organisation to drive engagement and connection – and what steps to take to become a more ‘connected leader’. Michelle Carvill is a strategic marketer, digital agency founder and three times published author in the digital marketing and social media space. Her latest book, published by Kogan Page, May 2018 – ‘#GetSocial – Social Media Strategy and Tactics for Leaders’, helps leaders and game changers understand social media from a strategic perspective and gain confidence with the social technologies and digital transformation. Proud to be Shortlisted for The Business Book Awards 2019 – Leadership Category. Social and digital technologies continue to pervade our lives and social media is fast becoming a leadership core competence. Ignoring social technologies is no longer an option. Michelle’s mission is two-fold; 1) Educating leaders, leadership teams and game changers (whether technophobes or techsavvy) about the digital and social landscape and the competitive advantage social media and digital transformation can bring and 2) Equipping leaders and game changers with enough strategic insight and practical tactics so that they can build effective digital footprints both personally and for their organisations and communicate confidently. For over 10 years Michelle has championed social media, educating, implementing, managing, coaching and consulting literally thousands of people across a range of events and organisations, including the BBC, PWC, LinkedIn, ACC, Air Products, Norbord Europe, Tottenham Hotspur Foundation, Oxford Farming Conference, PR Week, ICAEW, CIM, IDM, to name but a few. Her insights, models, frameworks and know-how are based on years of applied experience, learning, testing, adapting, tuning in and understanding what really works. Michelle is known as a genuine thought-leader, something that many CEOs, leaders and game-changers are striving for daily. She is a regular contributor to BBC Radio, the Institute of Directors, CIM and numerous magazines and trade journals as an expert in the field of social media and digital.
17:3018:30
Drinks and Networking
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Chair’s Opening Remarks Gerry Brown, Chief Customer Rescue Officer, Customer Lifeguard
Well seasoned, but not over cooked author, speaker, workshop facilitator and consultant with broad experience in customer service, customer experience, contact centre, & CRM, for a range of market segments in the UK, Canada, EMEA & the USA. Over that that time I’ve learned what works and what doesn’t. I take a unique approach that eschews the newest shiny toys as a starting point and focuses on four fundamental principles that must underpin and drive a successful customer experience strategy, Culture, Commitment, Communication and Community. As a vocal and demanding customer myself, I truly understand the frustration, anger and disappointment that characterize many customers’ experiences with businesses. I’ve been involved in the customer service business in one form or another for over thirty years in strategic, operational and logistical roles. I’ve worked with some of the best customer experience “gurus” and some of the best and worst companies, all of whom have been vibrant, creative and life changing influences.
Employee Engagement Strategy and Leadership – Part One 11:0011:20
Microsoft Case Study: Customer Service and Support Building Customer Obsession Chris Burton, EMEA Location Manager, Microsoft
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Customer Service and Support has over 200,000 customer interactions every day. Find out how Microsoft Culture has driven new strategies within Customer Services and Support to put the customer at the heart of everything we do. Our leadership principles helped drive new initiatives to engage engineers and advocates through an Ambassador Programme. How did we do it across 30 countries, 41 languages and 26,500 agents. A senior leader in IT, Chris has been at MS for the 6 years. She currently leads a team in Microsoft Customer Services and Support that focuses on employee experience and two key pillars; culture and environment. The team are at the forefront of transformation in support; leveraging employee engagement, work health balance and workplace design for customer success.
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Continuous Listening or Continuous Ignoring: What it Means and Why it Matters Jessica Brook, People Scientist and D&I Lead, EMEA, Culture Amp HR and People strategies are always evolving. We’re far from the days of traditional annual surveys, and more companies are starting to embrace the idea of continuous listening strategy. Similar to building a culture of feedback, continuous listening means gathering feedback more often across the employee lifecycle. But! Always listening to your employees can leave people feeling ignored. Here, we’ll explore the definition of continuous listening strategy, *why you should* orient your strategy around taking action, how companies have found success with frequent feedback and how you can get started. I spend my days as a People Scientist at Culture Amp bringing psychology, science and my experience together to develop content, research and test the latest in industry thinking and support Culture Amp’s customers to turn their employee feedback results into action. As the D&I Lead for EMEA, I support customers to incorporate data into their inclusion strategy and as a People Scientist, provide guidance on how factors such as perceptions of diversity and belonging impact organisational engagement and contribute to industry discussion via speaking appearances on Culture Amp’s latest intersectionality research and at occasions such as International Women’s Day.
Hall 3 11:4012:00
DAZN Case Study: Defining Your Employer Brand Paul Bennun, VP Internal Communications and Involvement, DAZN Defining your employer brand and employer value proposition can be a daunting task – in this session, Paul Bennun shares his insight from DAZN’s current efforts to redefine both as they continue their global expansion. Expect to hear about DAZN’s background and history, the approach to researching and involving employees in the process, testing and buy-in, and the final roll-out of the new brand and EVP. For any company to be successful, they need engaged, motivated employees. Paul specialises in using effective internal communications to drive culture change and improve business performance. As DAZN has grown, Paul’s central team have played a key role in improving engagement and enablement across the business through a blend of global and local initiatives. One of Paul’s current key focuses is redefining DAZN’s employer brand and employee value proposition as they continue their exciting story of growth. Paul has over 12 years of experience in communications and change management. He is a certified member of the Institute of Internal Communications, holds a PgDip in Internal Communications from Kingston University, and also an MA in Modern History from Reading University.
Evolution of Workforce – Part One 12:0012:20
ING Case Study: How Do You Flex? Martha McKenzie-Minifie, Head of Corporate Communications, ING
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Manager training by a business psychology consultancy aimed at challenging assumptions, breaking down fears and offering practical tips on how to manage flex Refreshed resources for all staff clearly explaining the difference between formal flexible working and informal flex work, modernising the language in HR documents from “home working” to flex working Running an internal campaign with real examples of colleagues across the bank using flex work to be more productive and balance their job with interests outside work. Campaign was launched at a quarterly meeting by our CEO with her own statement about flex work.
Martha is Head of Communications and Brand Experience, Wholesale Banking EMEA for global bank ING. She is passionate about storytelling, strategy, diversity and social media and manages the team responsible for external and internal communications, and UK marketing such as marketing communications, events and sponsorships. Her experience in marketing and communications includes almost 10 years as a journalist on daily, weekly and Sunday newspapers and magazines before joining ING in 2009. Martha was previously a spokesperson on consumer economics and appeared on BBC News, Sky News and CNBC during that time. ING UK piloted Dynamic Signal in 2017 to increase employee advocacy and continues to use the platform. As chair of the Diversity and Inclusion Forum UK, she was part of the programme to increase adoption of flex working in 2018/19 – a topic she will speak on at the Engage Summit.
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At ING in the UK, an issue that was persistently a top dissatisfier in employee surveys was variability in managers’ attitudes to team members using informal flex work. In workplaces at large, informal flex work was increasingly common – and the trend is only likely to increase. Informal flex work has also been called the most cost effective perk you can give your employees – effectively zero cost and studies show that workers often give more and are more engaged if you trust them to work in a way that suits them and the business. It is one of the levers highlighted by the Gender Equalities Office to potentially help narrow the gender pay gap. However, to move to a workplace in which informal flex work is increasingly accepted, it takes behaviour change from both managers and their teams. ING in the UK put in place a series of initiatives to inform and engage staff, and break stereotypes of flex work. Supported by the UK Management Team and driven by Diversity and Inclusion and Employee Forums, the programme included:
Hall 3 12:2012:40
Five Generations at Work: What’s Easy, What’s Not and What Will Make Work Better? Paul Devoy, CEO, Investors in People Investors in People is a community interest company and an agent of change, calling for a movement that puts people first – for the benefit of every person in every workplace, for increased productivity across organisations, and for a stronger, healthier and happier society. With retirement coming later and people staying in the workforce for far longer than before, Investors in People will be exploring the challenges and opportunities of engaging with five generations in the workplace. Paul is the Chief Executive of Investors in People (IIP). In 2016, Paul led the buyout of IIP from the UK Government and the organisation is now a Community Interest Company. IIP’s purpose is to enable organisations to succeed by realising the potential of their people. IIP works with over 10,000 IIP accredited organisations, providing digital diagnostic tools, advice, support and assessment against the internationally recognised IIP Standard. Our network of 350 skilled and experienced Practitioners work with organisations across 70 countries, but predominantly in the UK. Prior to leading IIP, Paul was a Director at the UK Commission for Employment and Skills, an executive non-departmental body that offers guidance on skills and employment issues in the UK. He led the development and implementation of strategic programmes to create sustainable skills solutions with joint investment from industry and government. He previously worked in the Scottish Prison Service for 4 years leading on change management programmes.
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Plymouth University Case Study: What’s Up with Engagement? Vikki Matthews, Non Executive Director, Torbay & South Devon NHS Foundation Trust & Richard Saundry, Associate Professor in Human Resources and Leadership Studies, Plymouth University
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A decade ago, David Macleod and Nita Clarke in their seminal report ‘Engage for Success’ suggested that employee engagement was ‘a key to unlocking productivity’. However since then, and despite a plethora of engagement initiatives, fads and strategies, UK productivity has flat-lined and the average French worker can take Fridays off and still out-perform their British counterparts. This session proposes that in our desire to find a solution to the productivity and engagement question, many of us have been lured by some of the more glamorous approaches of consultation and involvement at the expense of the basics and that it is only by increasing basic managerial competence that we will start to solve this issue. Too often, we promote people for the wrong reasons into poorly designed jobs and fail to provide them with the skills they need to handle complex and difficult issues. We know that trust is a central pillar of engagement but this relies on the ability of managers to foster ‘good work’ by negotiating positive relationships and resolving conflict before it escalates. Moreover, the need for these key competences will only intensify in an era of automation and downsizing, and will be critical if the concept of self management is ever going to get the traction it deserves. Vikki is an HR executive and practitioner with experience of leading HR functions in the public and private sectors, nationally and internationally. For many years she led HR teams in Nike Europe and globally, and more recently she was the Chief Talent Officer for Plymouth University before setting up Matthews & More, her consulting business in 2016. Vikki continues to work with Plymouth University as an Associate lecturer in HR supporting their MBA, CIPD and leadership programmes. Vikki Chairs a Multi Academy Trust and is on the Board of Torbay and South Devon’s NHS Foundation Trust as the Non-Executive Director, responsible for culture and employee engagement. She is also the Company Secretary for a small education charity which uses the self-managed learning approach to increase outcomes for young people who are not in mainstream education. Richard is Professor of HRM and Employment Relations at Plymouth University. He is one of the UK’s leading experts in the management of workplace conflict. Richard started his working life at the National Union of Mineworkers where he was Head of Industrial Relations, and subsequently worked at the Universities of Leeds and Central Lancashire. He is an author of ‘Managing Employment Relations’ the core CIPD text for Employee Relations and a co-editor of a book ‘Reframing Resolution’ published in 2016 by Palgrave Macmillan. His work has been published in a wide range of leading international academic journals including the British Journal of Industrial Relations, Human Relations, Human Resource Management Journal and Work Employment and Society. He is currently working on a major project funded by the Economic and Social Research Council (ESRC) investigating the link between conflict competence, employee engagement and productivity.
13:0014:00
Lunch and Networking
Hall 3 Employee Engagement Strategy and Leadership – Part Two 14:0014:20
Engaging European Commission Staff Through Meaningful Conversations Dace Kalnina, Internal Communication Professional & Olga Muravjova, Organisational Development and Staff Engagement Consultant, European Commission The way we lead our business conversations defines the level of engagement of staff and stakeholders. Thinking and discussing together about strategies, action plans, and policies is key to organisational efficiency. The Art of Hosting conversations that matter (known in-house as ‘Participatory Leadership’) has allowed us at the European Commission to work with the collective intelligence present in a context, be it a team, a whole department, or groups of European stakeholders. It helps build trust, relationships and collaboration, carving out space for reflection, innovation and networking. The practice of Participatory Leadership has been used at the European Commission for more than 10 years. Olga Muravjova and Dace Kalniņa will walk you through the journey of how the participatory approach has grown over the years and helped create conditions for meaningful conversations, resulting in more efficient policy-making and more engaged and satisfied staff. The presenters will share some real life examples of where Participatory Leadership played an important role in achieving organisational objectives for the European Commission. A civil servant in the European Commission. With a solid background in learning and development and expertise in internal communication, I have been working with staff engagement and cultural change questions since 2013. My role has been to connect the dots between the strategy and implementation, to create opportunities for real conversatioins to happen, to hear what has not been said and read what has not been written. I’m always curious to learn what makes the people to go an extra (s)mile. As an in-house consultant at the European Commission over the last 7 years my work includes a variety of strategic consulting services such as supporting clients with consulting in different areas linked to organisational development; identification and analysis of customer and stakeholder needs, designing and hosting engagement processes in all Commission services and with managers and staff at all levels: senior leadership development seminars, large-scale strategic conversations, stakeholder consultations, expert meetings, policy-making workshops, long-term change projects; supporting the development of the participatory leadership community of practice. I am confident that the participatory leadership practice helps deepen individual and collective learning and creates shared responsibility for action. After I left my home-city Vilnius 14 years ago, my road has been that one of a Lithuanian discovering how it feels to be European. I hold a graduate degree in Organisational Development and Management Consulting from the University of Lund.
14:2014:40
Raising Engagement Over the Long Term Hedley Hamilton, CEO, Any3 & Wendy Williams, Engagement and Culture Specialist, BT •
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How do you maintain interest in engagement and improve it over the long term? We don’t have all the answers but over 11 years BT has kept the same engagement provider, but changed the way engagement is viewed and measured to maintain interest and fit the changing business needs. The challenges include the need to meet different, sometimes conflicting needs and readiness across the business; the sheer amount of work to deliver up to 4 engagement surveys a year briefing managers and the board each time. We will look at solutions including building confidence in the process (e.g. anonymity protection), tailoring the solution and supporting local variations, not being afraid to reset the whole basis, making the entire process as easy as possible and integrating other HR analytics to maximise the benefit across the organisation.
Hedley enjoys bringing fresh understanding to people and businesses, focussing on what is important and providing approaches to improve them. Within business this also involves creating the right approach and making processes work seamlessly, removing the hard work while still providing the right level of insight / decision support needed by different roles and levels switching from psychology to business, Hedley became a chartered accountant, designed and delivered finance and HR systems, and was a finance director for a mobile phone company before moving into strategy and acquisition,
Hall 3 becoming an investment banker and finally taking the plunge as founder / CEO of 2 successful companies. Outside work Hedley is proud to have chaired and developed a national UK charity over many years, and is currently vice president of the global umbrella charity leveraging best practice across the national charities. Wendy has always been passionate about employee engagement, development and overall employee experience at work. Leading and focusing on a people first approach has time and time again re enforced Wendy’s belief that if you prioritise the way you communicate and involve your people they will be motivated to stay with you. Starting her career in print and online advertising as a sales manager and then director, saw the change over to HR in 2007 when I realising the passion for people development. Having now worked for innovative technology companies such as LivingSocial, EE and now BT has much experience from large global organisation to much smaller scale start-ups. Looking after the creation of large scale people interventions involving key areas of engagement, leadership, performance, talent that really look to always produce actionable outcomes that make a difference.
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Ofwat Case Study: Values as a Driver for Engagement Natasha Harris, Director of People, Ofwat Developing values that are unique to an organisation is a critical enabler to improving employee engagement. We then must strive to live the values in all that we do, being prepared to call out when our values are being compromised. Support, ambition, integrity, learning, ownership and respect are Ofwat’s embedded values. They are weaved throughout our organisational policies and approaches, informing the way in which we assess our individual and collective performance. Employee engagement continues to be a journey of discovery. We’ll explore the journey that Ofwat have taken so far, the achievements and the lessons learnt.
Evolution of Workforce – Part Two 15:0015:20
Wilson James Case Study: Creating an Employee Digital Profile Samantha Rope, Group HR Director, Wilson James The Wilson James group provides safe, secure, customer-led solutions to more than 300 clients across the UK and Europe. Wilson James have been raising standards for over 25 years across three core service lines; security, construction logistics and aviation services. Enabling our customers to transform service provision through technology is fundamental to our business. With accountability for the group wide People Strategy Sam will lead the internal digital transformation to support our workforce of over 5000 employees across 300 sites. Having led several significant people and technology transformation programmes, Sam’s latest challenge requires a digital people strategy which connects and engages employees from a diverse workforce, who are often based off site and have limited corporate technology infrastructure. Sam will share her challenges in identifying and designing an employee digital profile to inform the employee digital transformation plan. Sam is accountable for the group wide People Strategy which incorporates the Security, Construction Logistics and Aviation divisions within the Wilson James Group. Prior to Wilson James, Sam held several HRD roles across the public and private sector. Her experience has seen her lead significant people and technology transformations including deployment of cloud based people solutions, using technology to enable mobile and flexible working and supporting integrated learning for complex partnerships. Prior to working in HR, Sam had a 15 year career in recruitment, working at board level in both the UK and Australia. Here she delivered a range of solutions including RPO for large blue chip organisations where technology transformation enabled improved service delivery and organisational efficiency.
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Natasha currently works as the HR Director at Ofwat (Water Services Regulation Authority) – a non-ministerial Government Department. Natasha has worked as a HR professional for more than 16 years, starting her early HR career working in the Private sector for retailers such as Next and Marks & Spencer, before joining the Civil Service in 2007. During her time in the Civil Service Natasha has worked at the Highways Agency in various HR Business Partner role, at HMRC with her latter role being as the Senior HR Business Partner responsible for Talent and Capability for Enforcement and Compliance (a workforce of circa. 25,000). Alongside her work at Ofwat and family life, Natasha volunteers as a school governor to a local special school for children with autism.
Hall 3 15:2015:40
The Role of Office 365 in the Modern Workplace David Bowman, Intranet and Digital Workplace Consultant, Content and Code & Adam Wilcock, Design & Multimedia Manager, Office Depot With 155 million monthly active business users Office 365 takes up a lot of space on most to-do lists, but is it making life better or worse for employees? With requirements and technology becoming increasingly complex, getting back to basics is more important than ever to keep a focus on the most critical element of all – people. Tier 1 Microsoft Partner Content and Code summarise the ingredient for success and showcase Office Depot who are embarking on a transformative project to change the way their employees work. David heads up Content and Code’s products team and leads clients strategies for implementation of intranets and digital workplaces on Office 365. David has worked with Microsoft for over 15 years and delivered 100s of intranet projects both in a technical and a leadership capacity. David now splits his time between managing Fresh – Content and Code’s intranet platform – and helping clients get employees engaged with all that the Microsoft cloud platform has to offer.
Adam leads the European Communications department for Office Depot Europe regarding digital projects, user adoption and change communications where technology and design are the primary focus. Having a background in video production, design, project management and communication writing, Adam’s focus on people bridges the gap between technology implementation and effective communication.
15:4016:00
Securitas Case Study: Enhanced Employee Engagement Through a Step by Step Employee Excellence Mode Grainne Kelly, HR Director, Securitas
Grainne Kelly, Human Resources Director and Security Operations Centre Director, started her career on the Safeway Graduate Management programme. Following four successful years Grainne joined the security industry as a contract manager. With over 24 years’ successful experience in the sector, Grainne held several senior management and director level positions with both Reliance Security and Securitas UK. In her current role Grainne combines both her commercial and operational excellence expertise, with her passion for people and employee engagement. In a traditionally tough sector, Grainne has been at the forefront of driving the Securitas employee engagement strategy to redefine every touchpoint of the employee life cycle. With a particular interest in promoting fair pay, gender diversity and health and wellbeing, Grainne has been instrumental in Securitas UK being certified as a Top Employer UK 2019 and recognised as a service provider working with the Living Wage foundation. Grainne won the Woman in Security Award 2015 for her contribution to the Security Industry and is an alumnus of the prestigious University of Stirling.
16:0016:30
Coffee and Networking
Hall 3
“Providing an industry leading employee experience” – a great objective but a big task! Grainne Kelly, HRD, Securitas UK, explains the Securitas employee excellence model and how a step by step approach builds engagement at every stage of the employee journey. Highlighting the challenges and the achievements, Grainne outlines the next steps in increasing employee engagement across the diverse employee audiences at Securitas UK.
Hall 3 Internal Communications and Voice of the Employee – Part Two 16:3016:50
CITI Bank Case Study: Rethinking Engagement – Using Behavioural Insights to Drive Change Debbie Bennett-Jackson, Marketing Consultant, CITI Debbie will share some examples of how Citi’s Talent, Learning & Diversity Team has been using behavioural insights and ‘Nudge’ techniques to drive engagement and facilitate change across the organisation. Debbie is a Chartered Marketer with 20 years’ experience in marketing, engagement and change communications. Skilled in the design, development and delivery of award winning strategies to support sustainable growth and transformation within highly competitive markets. Debbie’s passion lies in supporting organisations to embrace change and recruit, retain and develop their people.
Hall 3
16:5017:10
Spektrix Case Study: The Power of Flexible Working Katherine Fitzgerald, People Director, Spektrix Traditional ways of working and systems struggled to support flexible working – it was all about presenteeism and showing commitment by being in the office. At Spektrix we’ve supported flexible working since we were founded 12 years ago and it is now a fundamental part of our culture which helps us to recruit, support and retain great people. We focus on delivery and results, not face time and build strong teams where there’s a sense of collective responsibility and clarity on objectives. This requires trust, training, role modelling and consistency. It results in us being able to access a broader talent pool, to build remote teams, to support those with particular health or family needs and to achieve consistently high employee engagement scores, particularly around work/life balance etc. It’s easier for some businesses to achieve than others, and is not without its challenges, but if leadership can demonstrate their commitment to flexible working and building a diverse workforce, the impact on performance and productivity can be significant particularly since demands from the new generation of workers for this approach will only grow. Katherine is the People Director at Spektrix, the UK’s leading ticketing platform for Arts businesses. She’s responsible for recruiting and retaining the Spektrix team in the UK and North America and is particularly focused on building a diverse talent pipeline and fostering a company culture that enables its people to thrive at work. Having started her career in project finance, Katherine has held a number of strategic and commercial roles in start-ups and established businesses in different countries and has a proven track record in delivering high quality organisational change projects.
Hall 3 17:1017:30
CDC Group Case Study: Refreshing Values and Embedding Culture Change Adrienne Glad, Head of Internal Engagement/Head of Network & Gabrielle De Wardener, Head of HR Business Partnering Team, CDC Group A UK organisation with a 70-year history, CDC has recently refreshed its company values to promote an internal culture better aligned with its new strategy. Alongside new leadership, a rapidly expanding population in its UK headquarters and offices in Africa and Asia, together with a nascent intranet, the company has been transforming itself swiftly over the last 18 months. Adrienne Glad, Head of Internal Engagement, and Gabrielle de Wardener, Head of HR Business Partnering, talk about their company’s journey over the past year to re-assess its internal culture, the collaboration between their respective teams, Communications and HR, to refresh the company’s values and how they plans to embed the culture change globally. Adrienne is the Head of Internal Engagement/Head of Network at CDC Group where she has built a new internal communications function at the organisation over the last two and a half years, while defining and shaping its culture as it grows and expands globally. Prior to that, she spent 9 years at Pearson where she held global roles focused on strategic internal messaging, engagement and relationship-building. Adrienne has lived in the USA, Japan, China and UK each for several years and holds a Master’s of Education in Applied Linguistics, a Master’s of Research in Intercultural Communication and is currently doing her doctoral research on organisational culture, business management and anthropology approaches to corporate values and internal culture.
17:3018:30
Drinks and Networking
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Expo Hall 17.30
Hall 3
Gabrielle has spent over twenty years in HR working within technology, marketing and media businesses and now leads CDC’s HR generalist team and its Learning & Development function. Prior to joining CDC in 2017 Gabrielle spent twelve years at Aimia, the global marketing and loyalty analytics company behind the UK’s Nectar card. Here she moved from a pure HR role to focus on building a strong corporate culture – embedding a social purpose into all aspects of the employee experience, building a more diverse workforce and introducing measures to increase the proportion of women in senior positions. Gabrielle has a degree in English from the University of Oxford and an MA in South Asian Studies from SOAS, University of London. Her early career was spent in the arts – in publishing, documentary film making and cultural tourism. Along the way she has travelled extensively and lived for two years in the United States.
Focus Group Book your place at the Registration Desk
Session Time: 11:00 - 12:00 14:00 - 15:00
Enterprise Video and Collaboration in the Age of AI If you are embarking on the first phase of video adoption or are looking for guidance on how to gain stakeholder buy-in and funding or how to navigate through technical challenges, don’t miss our Enterprise Video Roundtable sessions. The discussion will include what market leaders are accomplishing, ROI that is achievable across a range of departments and business units, and advancements in AI technology that are changing video communications. While content will always be king, and video is projected to make up 80% of all internet traffic in 2020, within the corporate environment, there are unique considerations. Bandwidth availability, access control, syndication to multiple platforms from Intranets, LMS’s and Digital Signage, analytics, archives, and governance are all important considerations that we will discuss. We will also share delivery best practices learned from consumer services such as the BBC iPlayer and Netflix, and how these can be adopted for corporate video communication.
Greg has worked in the Enterprise Video arena for over a decade, bringing the technology that launched the BBC iPlayer, Sky Player and 4oD to Enterprises enabling them to adopt Live & On Demand Video Strategies. Having assisted in deploying solutions to over 2 million Enterprise Desktops across both public and private sector, he has seen the market evolve and is now assisting customers deliver end-to-end video strategies from content creation to the delivery of personalised video feeds and cognitive search.
Sponsored by
Focus Group
Greg Holt, IBM Global Markets – Cognitive Solutions Unit Industry Platforms, IBM Watson Media
Managers Make The Difference – Here’s What You Can Do To Support Them By far the greatest impact on Employee Engagement in companies is made by managers. Gallup estimates that managers account for 70% of the variance in Employee Engagement, while my own research via exit interview analysis suggests they influence somewhere in the region of 80% of the employee experience. If we agree that Employee Engagement is the key lever of human value creation in organisations, then it makes sense to pay the greatest attention here. How, and how well, are managers being served? Typically, organisations support managers on a systems level (with tools, practices and frameworks) and on a training and development level. The practices and frameworks on the systems level most commonly include performance management and competencies. These have been around for over 50 years now and there is little or no evidence that the latter (competencies) add any value at all, while the data on the effectiveness of performance management is in. As study after study has shown (most recently by an excellent review by Elaine Pulakos) Performance Management disengages employees, costs companies millions in wasteful admin time, and destroys value.[1] How many more decades are companies going to continue with this nonsense? On the training and development level, things are hardly any rosier. Nearly $50bn is spent p.a. in the US alone on manager development.[2] What have companies got to show for this investment? On the surface of things, not much. The management practices scores of US companies have stayed around the not-so-boneshakinglyexciting 3.3/5 level as measured by the World Management Survey since inception, and this is made more sobering by the fact that, by country, that’s the world’s best score.[3] Returning to Employee Engagement, according to Gallup (as well as other consultancies in the field) over the last decade employee engagement scores have barely moved.[4] So $50bn gets us... $0 value in
return. If this were a government, there would be resignations.
Sources of disconnect Clearly, there is a massive systemic problem in management. Without going into too much depth, the sources of this disconnect are likely to lie in academia (for pushing blinkered theories without reference to real-world application or data); HR (applying systems and practices from these theories without critically analysing their effectiveness or impact); and senior management (not holding HR accountable for adding organisational value through management). Then there are the practices involved in Training and Development. If Employee Engagement is such a game changer, you would think HR professionals would train their managers in exactly those skills, wouldn’t you? It seems even this elementary piece of logic is missing from the profession. At a recent conference I asked 53 HR Directors, how many of them linked the training and development of their managers to their Employee Engagement questions. Only one person put his hand up (another half raised her hand saying some were linked). The other 51 HRDs did not train their managers on the questions that they said drove corporate performance. Imagine if airlines trained their pilots how to drive trains. You might also wonder how these HR professionals would react if their own children, having enrolled to study German, were given a French exam when the GCSEs came around? Remarkable.
Nick Henley, The Difference
What companies need to do to get around the nonsense Let’s not lose sight that all of this nonsense is costing even mid-sized companies tens of millions of pounds every year. When they scrapped their performance management process, Adobe found that simply preparing for these appraisals took managers 17 hours in time, amounting to a whopping 80,000 hours spent annually across the company. These are not small numbers. And all for $0 in return. Then there are the voluntary staff turnover costs from these poor management practices and engagement levels (which companies seem unable to fix). Add some more millions. Silos, poor communication and selfserving behaviours – add some more millions there. It all adds up. And that’s to say nothing of the opportunity costs of not being able to keep and engage customers, execute strategy and promote change and innovation in the organisation. Thankfully, there are solutions, and they are not especially difficult. But companies need to stop doing the nonsense to let the common sense breathe and thrive. Here are the basics: • • •
Build your company’s internal management practices around Employee Engagement, nothing else Religiously link training and development of your managers to these questions Test the questions and impact of learning against both Employee Engagement survey data, but also the business outputs Employee Engagement supposedly delivers
•
•
•
Training and development: 3 days manager training per year is almost certainly not enough. You’ll need at least double that to develop their skills and change their behaviours The learning experience: this has to be a crafted combination of an emotional, reflective and handson experience (‘Head, Heart, Hand’). It must change behaviours. And there has to be follow-up to have any hope of follow-through Design and delivery of these programmes makes a huge difference! The real factors of facilitator effectiveness are often overlooked. Talent really matters.
Find out more – sign up here Nick Henley will be taking you through how he has been able to achieve manager excellence using precisely this methodology in his forthcoming session The Manager Magnet – how you can help your managers make the difference at the Employee Engagement Summit on 10th May.
Platinum
Contact: W: www.cultureamp.com
Contact: W: www.ibm.com/watson/media/
Contact: Rachael Kenny E: rachael.kenny@investorsinpeople.com Contact: Scott Irwin E: scott.irwin@investorsinpeople.com
Culture Amp helps you make your company a better place to work. By making it easy to collect, understand and act on employee feedback, we enable HR leaders to make better decisions, demonstrate impact, and turn company culture into a competitive edge. 2000+ companies from startups to Fortune 500s use Culture Amp to power their employee insights.
IBM Watson Media provides a scalable, trusted and AI-driven video ecosystem designed to address today’s digital media challenges and power more engaging video experiences. From corporate communications to large scale video marketing, IBM Watson Media offers comprehensive solutions to execute complex video objectives for live or on-demand streaming. Our innovative AI-driven products and services have the power to reason, understand, and learn what’s inside a video — enabling content owners and service providers to optimize delivery across multiple platforms and devices, improve viewer engagement, increase accessibility and enhance video searchability.
Investors in People, a community interest company and an agent of change, calling for a movement that puts people first – for the benefit of every person in every workplace, for increased productivity across organisations, and for a stronger, healthier and happier society.
Platinum
LumApps is a social and collaborative intranet designed to connect, inform and engage employees. This innovative digital workplace equips organisations to break down silos and streamline internal communication. Contact: Olivia Morel, Event Marketing Manager E: olivia@lumapps.com W: www.lumapps.com
Fully integrated with your productivity suite, LumApps simplifies access to all corporate content, business apps and social features, in one place. LumApps serves prominent corporations around the world such as Colgate Palmolive, Logitech, Electronic Arts, Essilor, The Economist, Veolia, Air Liquide and Airbus.
Fresh Intranet is the culmination of years proven innovation, knowledge and experience from multi-award winning Content and Code. Since the inception in 2001, Content and Code’s vision has been always to be the most trusted Microsoft partner in the world and are a multi-award winning Microsoft Gold Partner. After 17 years of building hundreds of cutting-edge intranets, Content and Code has great insight into what works and have built this knowledge into Fresh. Contact: Jarrod Ward T: 020 7101 0930 E: jarrod.ward@contentandcode.com W: www.contentandcode.com
Contact: W: www.peakon.com
Fresh intranet is designed to get teams working together, faster. Content and Code believe that intranets have a vital role in the modern workplace and should provide employees with relevant segmented communications, support engagement initiatives, help new employees find their feet and generally live up to the hype promised by Microsoft cloud technologies. As well as unleashing Office 365 in your business, Fresh is a digital communications solution, it is accessible in the office or on the move. Their experts have packaged up the functionality yo requests in thousands of workshops and looking at real intranet analytics to see what features actually get use.
No one should dread Mondays. At Peakon, we’re passionate about changing the workplace for the better. Taking the guesswork out of managing a workforce, Peakonbrings real time data on the people and culture in your organisation to enable data driven decisions and proactive people management. Our goal at Peakon is to enable the world’s best companies to have real time people analytics to help solve the key issues and make everyone more engaged in their work. Peakon takes minutes to set up and delivers tangible improvements within a business in less than 3 months. Since launching in January 2016, we’ve partnered with over 500 businesses such as BMW, CapGemini, Harrods and Easyjet to help them measure and improve employee engagement.
Platinum
Poppulo is a pioneering global internal communications software company working with many of the world’s biggest and most successful companies and organisations.
Contact: T: +353 21 242 7277 W: www.poppulo.com
With its HQ in Cork and offices in Boston, the company previously known as Newsweaver has created the world’s first all-in-one software and services platform built specifically for employee communicators, to enable easy measurement of the impact of communications across multiple digital channels – email, intranet, video and enterprise social networks. Poppulo’s mission is to create innovative products and services that make companies great by releasing the power of their people and putting Internal Communications at the heart of organisations.
Qlearsite is an end-to-end workforce analytics platform to help organisations become more successful by making smart, informed decisions about their people.
Contact: T: 02039156200 E: hello@qlearsite.com W: www.qlearsite.com
Contact: W: www.questback.com/uk/
Qlearsite’s engagement tool specialises in understanding the voice of the employee. Our natural language processing software can turn thousands of open-ended survey responses into measurable insights which can then be linked to business performance. We currently work with numerous large organisations including Deloitte, Capgemini, Virgin Media and E-on.
Questback is a complete feedback system that helps companies transform customer, employee and market research programs. Used by thousands of companies, including one-third of the Forbes list. Questback is the smarter, faster way to manage feedback. Get the software, services and human support you need to manage customer, employee and market feedback – all in one place. People matter. Get their insight.
Gold
Contact: Emma Bramwell, Marketing Manager
Interact is a global enterprise software company that serves intranet software to over one million users across more than 800 organisations. Our mission is to inform and connect every organisation’s greatest asset: its people. We specialise in solving internal communication and employee engagement challenges by combining our sophisticated intranet software with outstanding professional services, focusing on developing long-term strategic partnerships with our customers.
T: 0161 927 3222 E: Emma.bramwell@interact-intranet.com W: www.interact-intranet.com/
Cliq Contact: W: www.zoho.eu/cliq/
Software is our craft and our passion. At Zoho, we create beautiful software to solve business problems. We believe that software is the ultimate product of the mind and the hands, so our products are forged by craftsmen, rather than churned out by machines. When you choose Zoho, you get more than just a single product or a tightly integrated suite. And Zoho Cliq is an Internal Communication tool that lets employees to communicate instantly via chat / audio / video call and broadcasting. Further helps its users to plan their meetings on the go, as ZIA the AI driven event manager handles from creating a group chat with all event participants till prompting to share the minutes of meeting. Beyond communication, with Zoho Cliq one can connect with other business applications in use at their workplace and automate tasks using schedulers in-order to perform timely actions. Also, facilitate employees stay updated on business through Bots.
Bronze
The Emotional Salary Barometer is an online tool which measures the nonfinancial benefits of work for an individual. Employers get detailed feedback on exactly what their employees value most about working to enable them to take effective decisions on strategies to attract, retain and engage. Employees receive a comprehensive report on their emotional salary together with a personalised action plan, encouraging them to take responsibility for their emotional salary. Contact: Clodagh Beaty or Marisa Elizundia E: hello@emotional-salary.com W: www.emotional-salary.com
In today’s diverse, multi-generational workplace, it can be difficult to devise a strategy to engage all employees as different as millennials and baby boomers. The secret is knowing what influences engagement in your organisation. The Emotional Salary Barometer can help identify what that is.
Hastee Pay is an award-winning employee benefit that companies can offer to their workforce, which empowers employees to receive a portion of their earned pay immediately to increase their choice and financial wellbeing.
Contact: W: www.hasteepay.com
Companies profit from the improved productivity, engagement, recruitment & retention of their workforce, with zero cost or impact on company cashflow. There is no interest to pay, just a small, simple fee.
We’re Oak Intranet — the team behind your team. Oak is everything you’d expect from a modern-day intranet, but so much more. A ready-to-go, cloud-based, social intranet that’s designed for the employee experience and trusted by the likes of Aldi, NHS, American Golf and Suzuki.
Contact: Nick Daggett T: 07989 563 472 E: Nick.Daggett@oak.com W: www.oak.com
With a solid history of over two decades spent launching intranets for wellloved brands around the world, Oak empowers your teams with the tools they need to succeed, in one friendly interface. We’ve designed an intuitive solution that lets you set-up and launch your own intranet, at your own pace, without the need for overly-technical or complicated design experience.
We work with organisations in all sectors to design and deploy fully tailored onboarding, engagement, pulse and exit surveys. In fact any people survey you want. We offer big consultancy technology with small consultancy service, agility and affordability. We will help you bring your people survey data to life without spending a fortune. Contact: Rachael Hounsell
Do you just want to get your survey(s) up and running with minimal hassle?
T: 01442 862716 E: info@rworld.co.uk W: www.realworldpeoplesurveys.co.uk
We believe in making it simple, we’ll guide you through the process and support you all the way. Whether you are looking to put a brand new survey in place or breathe life into an existing one we will work with you to create a survey that is tailored to what you are trying to achieve. We know that you are mega busy so we will keep it stress free and painless.
Bronze
Contact: Bart Vermeir
Social Seeder is an employer branding solution that gives your ambassadors an easy way to amplify your brand’s reach by sharing your stories across their social networks.
T: +32 491 51 22 28 E: community@socialseeder.com W: www.socialseeder.com
Brand engagement is all about a positive and seamless customer experience with your brand at every touchpoint. Our inside out approach starts on the inside with inspiring and motivating employee internal communications that turn your people into brand ambassadors. Contact: W: www.synergycreative.co.uk
Contact: Jan Zeuthen, Partner T: +45 70271066 E: jfz@opusneo.com W: www.opusneo.com
Once we’re under the skin of your brand, we then plan, design and produce brilliant creative marketing campaigns that really get your customers talking, fully supported and embraced by your people. It’s a win win situation – customers have a consistent, fantastic brand experience delivered by informed and motivated employees.
workplaceON by Opus Neo is the result of many years of Digital Workplace initiatives (focused on improving the Employee Experience), customer feedback and innovation to support the Digital Transformation Strategy with clients. When using the platform as Intranet, Business Portal or mobile application the design is around the need for all employees – not just the power users. By using user centric design methods, workplaceON is regarded as an easy to use and simple to maintain environment – wether it is a simple News document targeted for different company teams and Mobile App or setting up integration for internal and cloud based platforms. With workplaceON you get the best-of-breed ready made templates to create content and to present that content. I.e. You get Content & Social Tools, Rating, Metrics, Document Workflow, On Boarding and Pre -Boarding and training workflows. A top notch security model makes it secure down to specific parts of a web document. workplaceON Mobile App for iOS and Android makes it possible to collaborate across teams, distance and time accessible using your Thumb or Face to unlock the app.
Platinum
3
a n y
any-3 are different. We take pride in making a difference to customers. We tailor everything to you – from the questions, to reports and analysis. We grow through recommendation from one client to the next and by providing linked HR solutions such as 360s to happy clients (we have no marketing or salesforce).
Contact: Hedley Hamilton
Our solutions are multilingual, thorough, use unique visualisations and techniques and give you more insight. We highlight priorities, recommend actions and tightly measure improvement
T: +44 (0) 20 8853 1195 E: hedley.hamilton@any-3.com W: www.any-3.com
any-3 employ and work with the best. We don’t want to show competitors (and limit our website) but would be delighted to talk to you.
Our Core Principles When partnering with a technology company, it’s critical to align in terms of culture, methodology, and the software itself. We have a clear view on how to drive performance improvement and it is resonating with HR and Talent leaders in the UK and beyond.
Contact: W: www.clearreview.com
Quality conversations drive performance improvement Annual and HR led talent models have not delivered. In fact they have been an obstacle to meaningful performance and development conversations. Evidence shows us that a framework of coaching style questions, supported by regular feedback and agile goals creates an environment of engagement, employee ownership and ultimately – performance improvement. Simplicity is the key to adopting new technology Complex, administration-heavy and contrived systems have failed. We have built the simplest performance platform in the market, recognising that managers and employees do want to perform at a high level – but need agile in-the-moment tools to support then in the fast-paced world of work. As well as the ongoing dialogue – we also created a simple way of capturing and collating key talent data to inform pay and succession decisions.
The social intranet software COYO combines cross-hierarchical exchange, latest news and team communication for companies with more than 50 employees in a single platform. Companies such as Deutsche Bahn, Ritter Sport, Uniper, E.ON and Metro use COYO as their own digital home – in the cloud or on-premises.
Contact: W: www.coyoapp.com/en
Users particularly appreciate the sophisticated usability and the general mobile-first approach on which the software is based. Only in this way is it possible for thousands of colleagues, regardless of time and place, to access their company news, project exchange and team messaging. The team of 105 young and innovative COYOneers operates from Hamburg to all over the world and continue to strive for their mission to develop social software that is loved by its users!
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You shall indemnify us and keep us indemnified from and against all claims, damage, losses, costs (including, without limitation, all reasonable legal costs), expenses, demands or liabilities arising out of or in connection with any breach by you of the ticket terms and conditions. You and the organisation specified on the Booking Form (if applicable) are jointly liable for your obligations in accordance with the ticket terms and conditions, you confirm that you have all the necessary authority, consents and permissions to attend the event.
You are not allowed to photograph, film, broadcast or record the event without express prior approval from the organiser.We reserve the right to refuse entry to the event, or subsequently remove you from the event if you fail to comply with these ticket terms and Conditions. DELEGATE BADGES Provided delegate badges must be worn at all times during the event. Badges are only valid for the registered delegate and cannot be passed on or shared by any other person than the name on the badge. Any misuse will result in delegates being denied access to the event or asked to leave at the organisers discretion. When attending a live event you will be issued with an RFID (radio frequency identification) chipped badge at registration, if your badge is scanned at the event you are providing consent for your contact details to be shared, should you not wish to share these details you can request a non-chipped badge at registration. If you attend a session given by a sponsor and your badge is scanned this enables the sponsor to follow up with you post presentation regarding relevant information on products or services.
ANTI-BRIBERY We comply with our anti-bribery and anti-corruption policies (available on request) and updated from time to time. USE OF INFORMATION We may share the information provided by you to us on both the booking form and/or any other communication with our employees, officers, representatives, sub-contractors and commercial partners when applicable in connection with the administration, registration relevant to the event. Our registration requires information that includes (not in its entirety) your organisation, job title, email, phone number and when applicable postal address, this information may be included on a delegate list, event app and may be made available to attendees and some commercial partners and carefully selected external companies for marketing purposes.
CANCELLATION OR NO SHOW All delegate fees are non-refundable. No refunds or credits will be given for non-attendance at any event.
We believe that based on registration and current position you would be interested in other related events, business media opportunities and products/services our commercial partners offers. We will send you emails about our events, business media opportunities and you may also hear from specific commercial partners regarding their products and services, we look forward to working with you again soon. If you wish to not receive marketing from us then please click the link of the footer of all our marketing emails of contact us at optout@ebm.media and you will instantly be unsubscribed from our email database (please notify us at least 48 hours prior to the event). We have prepared a plain English and simple privacy policy that explains how we will use your personal data, this can be found at www.ebm.media/terms-conditions
TRANSFERRING A TICKET In the event that you are unable to attend the event you may transfer your booking to a colleague from the same organisation or another Engage Business Media event on a like for like basis (as specified in the Booking Form) without charge.
Please note: If you attend a session given by a sponsor and/or your badge is scanned by a sponsor at the event this enables them to follow up with you regarding relevant information on products or services which they believe may be of interest to you.
All transfers are at the discretion of the event organiser.
ENTIRE AGREEMENT These ticket terms and conditions constitute the entire agreement between both parties and supersede/override any other agreements, promises, assurances, warranties, representations and understandings between the parties, whether written or oral by any employee of Engage Business Media, relating to its subject matter.
You may also be asked by a sponsor when visiting their stand if they can scan your badge, if you agree you are providing consent for them to follow up with you regarding relevant information on products or services which you may have discussed with them or they believe may be of interest to you.
TICKET RESALE Under no circumstances may your event booking be resold by you or on your behalf. If we have not charged you a Fee in order to attend the event and you are unable to attend or offer an alternative attendee from the same organisation you may be charged a cancellation fee if applicable and made clear at the time of booking. AMENDMENTS AND CANCELLATION TO AN EVENT We may, at our sole discretion and without liability to you, make changes to the event timings, date, event schedule or even location within the U.K. In the event that it is necessary to cancel or postpone the event as a result of any reason outside of our control (as decided by us in our sole discretion), we will endeavour to arrange or provide a replacement event and, in such circumstances, your booking and the ticket terms and conditions shall apply to such replacement Event. LIABILITY Nothing in the ticket terms and conditions shall exclude or restrict our liability to you for death or personal injury resulting from our negligence, the negligence of our employees in the course of their employment, or any other liability which cannot be excluded by law. Under no circumstances shall we be liable to you for any direct or indirect consequential costs or losses suffered by you, whether in contract or otherwise. Indirect costs and losses shall include (but not be limited to) any loss of anticipated profits, savings, business or opportunity and loss of publicity. The views expressed speakers at the event are their own. We shall not be liable for the views, acts or omissions of any speaker or any other attendee at the event. Any information given or distributed at the event shall not constitute advice and
THIRD PARTY RIGHTS These ticket terms and conditions are personal to the parties, and no third party shall have any rights, including under the contracts (Rights of Third Parties) Act 1999, to enforce the same. WAIVER No failure or delay by us in exercising any right or remedy provided under this the Ticket Terms and Conditions or by law shall constitute a waiver of that or any other right or remedy, nor shall it prevent or restrict our further exercise of that or any other right or remedy. No single or partial exercise of such right or remedy shall prevent or restrict our further exercise of that or any other right or remedy. APPLICABLE LAW AND JURISDICTION These ticket terms and conditions, their subject matter and their formation, are governed by English law. The courts of England and Wales shall have exclusive jurisdiction to settle any disputes arising in connection with these ticket terms and conditions, including any non-contractual terms. However, if you are a consumer and are a resident of Northern Ireland you may also bring proceedings in Northern Ireland, and if you are resident of Scotland, you may also bring proceedings in Scotland.
Booking Form Please sign and complete the form below, on receipt an invoice will be raised and issued. All invoices need to be paid in full prior to the event. Please reference your invoice number on payment.
Delegate Package: ■
End User
■
Join Roundtable Sessions
■
Presentation Slides
■
Full Conference Pass
■
Lunch & Refreshments
■
Access to Engage Hub
■
Access to all Seminar Halls
■
Networking App
■
Networking Drinks Party
Industry: Financial Services Leisure
IT/Telecoms
Retail
Leisure & Tourism
Manufacturing
Business Services
Public Sector
Healthcare & Pharmaceutical
Vendor/Service Provider
Utilities
Transport & Logistics
I wish to attend: Conferences:
Employee Engagement Summit 2019
Customer Engagement Transformation Conference
– 10th May
– 11th July 2019
CX Marketing Summit 2019
Internal Communications Conference
– 13th June
– 17th September 2019
Customer Engagement Summit 2019
Focus Groups
– 11th-12th November
Other - Please specify = £
tickets@ebm.media
Phone:
01932 506 300
Or post to: Engage Business Media, Nicholson House, 41 Thames Street, Weybridge, Surrey, KT13 8JG
Standard
Bronze
(1 Ticket)
(2 Tickets)
£595+VAT
£995+VAT
Silver
Festival Pass
(5 Tickets)
(Access all events for 12 months)
£1,995+VAT
£995+VAT
Consultant
Other
Summits:
Email:
– 26th September 2019
This event is being sponsored by the sponsors listed on the event page. We may make your registration details available to select sponsors, in both ours and the sponsors legitimate business interests, and they may contact you about their product/services.* I have read and understood Whilst I may choose to withhold 3rd party consent, if I attend a session given by a sponsor on the day or speak with a sponsor and my badge is scanned, this enables the sponsor to follow up with me regarding relevant information on products or services.* I have read and understood
Future of the Contact Centre Conference – 13th February 2020
Registration
I have read and understood Engage Business Media’s Terms and Conditions (http://ebm.media/terms-conditions/) and Privacy Policy (https://ebm.media/privacy-cookies/) * I have read and understood
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Account Name: Engage Business Media Ltd ACCOUNT No: 23232689 SORT CODE: 20-90-56
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CUSTOMER ENGAGEMENT SUMMIT 2019 11 & 12 NOVEMBER 2019 WESTMINSTER PARK PLAZA, LONDON Held over two days, the Customer Engagement Summit will be the biggest and best yet
A platform where likeminded professionals come together
ENGAGE AWARDS 2019 MONDAY 11 NOVEMBER 2019 WESTMINSTER PARK PLAZA, LONDON International Engage Awards 2019
FUTURE OF THE CONTACT CENTRE CONFERENCE
DIGITAL WORKPLACE CONFERENCE
13 FEBRUARY 2020 VICTORIA PARK PLAZA, LONDON
12 MARCH 2020 VICTORIA PARK PLAZA, LONDON
Contact centres are ideally placed to become the beating heart of an organisation
Equip your organisation for the workplace revolution
EMPLOYEE WELLBEING CONFERENCE
EMPLOYEE ENGAGEMENT SUMMIT 2020
12 MARCH 2020 VICTORIA PARK PLAZA, LONDON
FRIDAY 15 MAY 2020 RIVERBANK PARK PLAZA, LONDON
The critical importance of the wellbeing of our colleagues
Europe's biggest Employee Engagement event has now moved to a larger venue
01932 506 300 (press 1)
tickets@ebm.media
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