Four things I heard at the Employee Engagement Awards Conference

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Last week I attended my first Employee Engagement Awards Conference – hosted by Ruth Dance and organised by Matt Manners and the team behind the global employee engagement awards.

I was excited to attend a conference dedicated to employee engagement as it’s been a while since I attended something that wasn’t focussed purely on communication.

There were some great case studies and as I was only there for the morning, it gave me time to reflect on some of the themes in the case studies:

1. Employee experience is the new employee engagement
Although the two are different, we seem to be talking more about the whole employee experience than ever before. I have always talked about the difference between employee engagement and internal communication and I believe that the employee experience is the term that could join us together to support organisations empower the workforce.

2. Leadership style makes all the difference
It was brilliant to hear some fantastic case studies from Southampton FC and HomeServe and as I listened to the campaigns and the leadership styles that engaged the workforce it struck me that not everyone is that lucky. Not all leaders feel the same about internal communication or the employee experience – I have been lucky enough to work with both but I think the most rewarding work has been when you are challenged to really demonstrate how what you do can add value and make an impact.

3. Customer service and the employee experience need to have the same focus
Save the shoes! I loved the story from Temkin Group about how a focus on loss prevention can make the job for the employee incredibly difficult which in turn can lead to a bad customer experience. The other day I was discussing exactly this in a workshop where we talked about creating policies for the few rather than the many – sadly it does seem to be the norm, often going against the purpose of the organisation.

Hearing from M&S about their campaign to engage sector managers from their head of customer experience just reinforced the point that what goes on on the inside shows up on the outside (a phrase I heard first at the CIPR Inside conference in November from Danielle Chan and something I know Rachel Miller is presenting on at the IOIC conference in May).

4. Think strategically about your communication model
It’s easy to find a communication fix to one business problem – it’s harder to review it alongside others and create a strategy and plan that joins the dots. I heard some great case studies and great examples of campaigns to engage managers but worryingly some were in isolation to the broader communication strategy. In my experience this has a good quick win but without the thinking behind it and the overarching strategy it is unlikely to succeed long term. We know from the latest research from Gatehouse that there are still few internal comms teams with a strategy in place and I think a lot of this is down to the immediacy we live in today. Always take the time to think about how you’re going to engage and communicate with your workforce, manage stakeholders and align the timescales and it will create lasting change rather than a quick fix.

Thank you to Matt and the team – I left the morning with some great ideas for clients and a reinforcement that data and customer engagement go hand in hand with internal communications .

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