Registration and Refreshments

• Why growth can mean ‘getting the most out of' your people when budgets are tight'
• What leaders need to do to go the extra mile, and how to help them understand what drives and motivates employees
• Why there is often an “engagement gap” between what leaders believe in and what employees need and expect
• Analysis and insights, some of the solutions to closing the gap and improving performance
• Clients experience in measuring and analysing engagement; diagnosing key actions needed to improve engagement implementing initiatives to improve engagement and financial performance.

• How BGS reviewed how people felt about working at British Gas
• The journey towards unleashing the pride people felt in the organisation
• The business benefits as a result of more engaged people

• Why managers, rather than organisations, are responsible for employee engagement
• Why most employee engagement surveys fail to deliver better employee engagement
• Why action planning often leads to organisational inaction
• How HR can persuade line managers that improving engagement is a management priority, not an add-on task for HR
• How HR can demystify engagement, demonstrate why it matters and devolve it to the line

• Current economic climate - why creating engagement through meaning is particularly vital in difficult times
• The link between meaning, engagement and business performance
• How to help individuals feel that they have a fundamental impact within the organisations they work for
• Why societal and demographic shifts will make the creation of Meaning all the more important in the future
• Reflections on “Generation Y” and what shifting attitudes mean for the way organisations need to engage their employee

• Why storytelling? How adopting a storytelling culture can improve attitude, behaviour and performance
• Why Clerical Medical adopted a storytelling approach to engage employees and intermediary customers in the revival of its brand
• The tools and techniques used to communicate key priorities and involve people at every level.
• Sustaining momentum and building pride in a volatile market.

• Why employee engagement matters for public services, including local authorities
• The Cambridgeshire County Council approach to employee engagement;
• Case study examples and approaches designed to support engagement;
• Feedback from employees and workforce performance improvements achieved