Ringing in the changes

Engaging For Success is about "unlocking people's potential at work and the measurable benefits of doing so for the individual, the organisation and, ultimately, for the UK".

The authors, David MacLeod and Nita Clarke, accepted there is no one definition of employee engagement but said it incorporates employees being committed to their organisation's goals and values, motivated to contribute, and able to enhance their sense of well-being.

The report cited findings by Gallup, which showed businesses with engagement scores in the top-quartile averaged 18% higher productivity and 12% higher profitability.

The findings were welcomed by Ruth Spellman, chief executive of the Chartered Management Institute, who claimed: "Organisations across the UK are hampered by poor management skills, with leaders who have an inability to 'let go' and allow staff to take ownership of their work."

With engagement being seen as a key to innovation and competitiveness, the report recommended that a range of practical support for organisations be made available by March 2010. But what does it all mean for brokers keen to improve their businesses right now?

Karen Gamble, regional director at Heath Lambert Consulting, encouraged broker managers to consider the distinct areas of reward, acclaim, power and empowerment in their thinking. She pointed out: "Different people are motivated by differing levels."

A key element in motivation is often financial reward; however, even this is not without pitfalls. Gamble explained: "The biggest danger for an employer is that they are paying money out that people do not appreciate."

One suggestion is a total rewards statement to be given to employees. It can detail items such as personal medical insurance, pension and other benefits. Gamble explained that putting an indication of what the price would be for an individual to buy these privately acts as an "anti de-motivator".

The second important element is communication, but it needs to flow in two directions. Employees need to feel their voice is being heard rather than believing benefits are given to them in a random manner.

Gamble prefers focus groups over questionnaires to source feedback. "Only ask [about] what you can [actually] give," is her key advice. In her view, care should also be taken to ensure participants represent all groups in the organisation, and preferably it should be held offsite, where people feel free to talk more openly.

Some companies have a formal structure in place. Groupama's Preferred Employer Taskforce started in 2006 with representatives from across the business and all levels of seniority. Its policies have ranged from holding a quarterly free fruit day to encourage a healthy lifestyle, to hosting a series of lunchtime sessions with the Financial Services Authority, giving tips on how to manage money.

Paul Cann, human resources director at Groupama, said: "Engaged employees go the extra mile. Customers benefit from a better service and staff benefit from a happier, more motivated work environment."