Employee Engagement Summit 2013 – Documentation

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Purchase the documentation provided to delegates (as a pdf), including presentation slides.

This Summit offers you expert advice from leading professionals and will feature best practice case studies addressing how to implement cost effective and sustainable engagement initiatives.

This conference will offered practical tips to build engagement and will discuss strategies that have actually worked for some of the UK’s leading employers.

This summit will help you to reconnect and re-engage the disengaged ultimately creating greater productivity.

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Practical tips to build engagement and increase performance. Update for managers, HR professionals and engagement specialists.

This Summit offers you expert advice from leading professionals and will feature best practice case studies addressing how to implement cost effective and sustainable engagement initiatives.

This conference will offer practical tips to build engagement and will discuss strategies that have actually worked for some of the UK’s leading employers. The panel of expert speakers will give best practice case studies offering practical advice on how to sustain high levels of engagement. This summit will help you to reconnect and re-engage the disengaged ultimately creating greater productivity.


The “Employee Engagement Summit 2013″ conference documentation includes the following sessions:

Session 1

Introduction and opening address by conference chair

Dilys Robinson,Principal Research Fellow

Institute for Employment Studies (IES)

Session 2

Employee engagement in organisations:The first 100 days for ambitious HR functions

  • Introduce the ‘Six pillars’ of successful engagement and associated HR ‘masks’
  • Reflect on the required role of HR and how doing what has always been done won’t be enough
  • Present a future-proofed platform for ambitious HR functions to master
  • Contains two exercises – the ‘EE reality Matrix and ‘Starters for 10’

Nicholas Higgins, Founder & CEO


Session 3

The latest developments in the ‘Engage for Success’ movement

  • Examining how employee engagement can help the UK out of recession

David MacLeod, co-chair of the Employee Engagement Taskforce and co-author of the MacLeod Report on Employee Engagement


Nita Clarke, Vice Chair, MacLeod Review, co chair of the Employee Engagement Task Force, and director of the IPA

Session 4

Helping line managers promote engagement

  • Tips to enable managers to be engaging leaders
  • How positive physiology can help managers engage with their team

Colin Butler, Head of HR

Shakespeare Birthplace Trust

Session 5

Getting the leadership team to understand and change behaviours

  • Assessing culture and engagement
  • People metrics – the most important measure?
  • Breaking the deadlock at the top – the compelling case for investing in engagement
  • Changing behaviours – structuring the journey

Elouise Leonard-Cross, Head of Organisational Development and Learning

Home Group Ltd

Session 6

Practical tips for a successful engagement strategy

  • Examining which methods and approaches have worked
  • Tailoring strategies for your organisation

John Greatrex, Group HR Director


Session 7

Instilling organisational values into your employees

  • Ensuring employees engage with the organisation ethos
  • Creating values that are not just a piece of paper on the wall
  • Gaining employee feedback
  • Ensuring communications between all levels within the organisation
  • Using best practice assessments (Best Companies)

Keith Lambert, HR Director

Hitachi Capital

Session 8

Engagement in adversity

  • How to maintain and build engagement during change
  • The enablers to success
  • Practical planning advice for leadership teams

Alex Lewis, Employee Relations and Engagement Director

BAE Systems plc

Session 9

Making engagement survey follow-up really effective

  • Turning data into insight
  • Avoiding analysis paralysis
  • Moving the annual survey exercise to actual workforce change?

Geoffrey Matthews, Vice President, HR Strategy

Merck Group



Awaiting portraitDavid MacLeod, co-chair of the Employee Engagement Taskforce and co-author of the MacLeod Report on Employee Engagement

David has a portfolio of responsibilities. This includes being a Non Executive Director of the Ministry of Justice. He is a visiting Professor of the Cass Business School and a Fellow of the Ashridge Business School. He is also an associate of the Institute for Government and a fellow of the Institute of Marketing. He has co-authored a book called The Extra Mile on the theme of how to engage your people to win and is co-author of the MacLeod Report to Government called Engaging for Success. David is Chair of the Government sponsored, employer led Task Force on Employee Engagement launched by the Prime Minister at Number 10 in March 2011.


Nita ClarkeNita Clarke, Vice Chair, MacLeod Review, co chair of the Employee Engagement Task Force, and director of the IPA

Nita Clarke is the Director of the Involvement and Participation Association (IPA), Britain’s leading organisation delivering workplace support for good employment and industrial relations. She was vice-chair of the MacLeod Review on employee engagement and continues to work with David MacLeod on the new national Employee Engagement task force, launched by Prime Minister David Cameron in March 2011.

She was appointed as Vice-President (employee relations) by the Chartered Institute of Personnel Development in January 2012, and is a visiting Fellow at Kingston University Business School. She is also a member of the Mutuals Task Force established by Cabinet Office Minister Francis Maude in 2011.

She was formerly the adviser on trade unions to Prime Minister Tony Blair, working as assistant political secretary in the Political Office at 10 Downing Street from January 2001 to June 2007. Her role included liaison with individual unions and the TUC, developing national policy in areas such as the two-tier workforce and work-life balance, supporting ministers by trouble-shooting in industrial disputes. Nita was a senior official with public services union UNISON from 1992 -2001. She is the author of the report, The way forward: trade unions and the third sector, commissioned by ACEVO.


Dilys RobinsonDilys Robinson,Principal Research Fellow, Institute for Employment Studies (IES)

Dilys Robinson is a Principal Research Fellow at the Institute for Employment Studies (IES), and has led IES’s research into employee engagement since 2002. This started by defining and measuring engagement, and identifying its drivers; we then moved on to developing a greater understanding of managerial behaviours, both engaging and disengaging. IES’s diagnostic tool enables managers to assess their people management style, and identify the behaviours they should adopt, and those they should avoid.

IES is active in the Engage for Success (EFS) movement, and Dilys is a member of the ‘guru’ steering group, having been involved in giving expert advice right from the start of the MacLeod Review in 2008-09. She is currently co-facilitating a special interest group for the EFS movement which is exploring possible future directions for engagement, both conceptually and in terms of practical actions.


Alex Lewis

Alex Lewis, Employee Relations and Engagement Director, BAE Systems plc

Alex started his HR career with various roles in Siemens in the UK and Germany, before moving on to spend seven years with Airbus where he was Head of HR for their UK operations. Alex then spent two years as People Transformation Director for EDS (now Hewlett Packard). Alex joined BAE Systems in 2007.

In his role Alex is responsible for Employment policy and Employee Relations across the business and the developing agenda for Employee Engagement. Alex is a member of the UK Employee Engagement Task Force where he led a group specifically looking at how to maintain and build engagement during adversity, and also represents BAE Systems on the UK Engineering wide Skills and Jobs Retention Group.

Keith Lambert


Keith Lambert, HR Director, Hitachi Capital

Keith Lambert is Director of Human Resources at Hitachi Capital UK (HCUK). Hitachi Capital (UK) PLC (‘HCUK’) is part of one of the world’s largest group of companies, which offers to our customers, investors, staff and other stakeholders’ security, stability and the promise of future growth and prosperity. HCUK was established in 1982 and is a wholly owned subsidiary of Hitachi Capital Corporation (‘HCC’) of Japan, part of Hitachi Ltd a global supplier of information and social infrastructure systems. HCUK provides a carefully selected range of high quality financial products that can be tailored to both business and personal customers. Within our four main business areas – Business Finance, Consumer Finance, Invoice Finance and Vehicle Solutions we offer our business partners and their customers a wide range of financing options to support the purchase of a range of consumer goods and specialist business equipment.

The growth of the business has led to significant demands on HR with the focus ranging from resourcing to capability and to Leadership development. However, throughout the growth the focus has always been to ensure that Hitachi has a motivated and engaged workforce, which not only makes economic sense, but also aligns to the founding ethos of Hitachi.


Elouise Leonard-CrossElouise Leonard-Cross, Head of Organisational Development and Learning, Home Group Ltd

Elouise Leonard-Cross is an Occupational Psychologist and currently Head of Organisational Development and Learning for Home Group, responsible for the group-wide design and implementation of organisational development activities and learning programmes for leaders and colleagues across the UK.

Having worked with public and private sectors, Elouise has supported organisations in developing performance and culture, based on psychologically grounded approaches and structured frameworks.

Elouise is Head of Research for the Association for Coaching and Vice Chair of the North East of England branch of the Chartered Institute of Personnel and Development. In addition Elouise also lectures on a range of post and under graduate programmes in both psychology and HRM and is currently completing a Professional Doctorate in Occupational Psychology focusing on the factors of team performance.


Awaiting portraitGeoffrey Matthews, Vice President, HR Strategy, Merck Group

Geoffrey Matthews, Chartered FCIPD and CMgr FCMI, is a highly experienced HR executive with an extensive background in employee engagement, organizational development, people strategies, rewards, and international HR. Born in the UK, he moved to Geneva 20 years ago when working for Hewlett-Packard and has held several leading generalist and specialist HR positions including Head of HR Strategy for Merck KGaA and Head of Corporate Human Resources for Serono. He played a leading role in the HR integration of Merck Serono, whose successful outcome was recognized by the 2008 SHRM “Strategic HR Leadership Award”. He also has extensive depth in the Rewards area and, as Global C&B Director for Roche, was responsible for the introduction of a number of award-winning employee equity plans that were recognized by the Global Equity Organization and IFS ProShare. Geoff graduated with a first class honours degree in History from Bristol University, has a Postgraduate Diploma in Management Studies and a Postgraduate Certificate in the Psychology of Organisational Development and Change. Together with Linda Holbeche, he is co-author of “Engaged: Unleashing Your Organization’s Potential Through Employee Engagement”, which has been shortlisted for the CMI Management Book of the Year Award.


Colin Butler

Colin Butler, Head of HR, Shakespeare Birthplace Trust

Colin joined the Shakespeare Birthplace Trust as Head of HR in January 2010 after twelve years at DHL Aviation, the last six as the UK HR Director. As part of the Trusts Senior Team he has helped to turn around the charities fortunes including the creation of a people agenda and focus. He also lectures at De Montfort University on their postgraduate and corporate programmes and is module leader and author for Developing Skills for Business Leadership. With a passion for positive psychology and strength based coaching one of his main focus areas is the development of the organisation through line management and engagement.


Kevan SproulKevan Sproul, Human Resources Director, SITA UK

Kevan Sproul was appointed to the SITA UK Board in November 2002 as Human Resources Director, following a number of years working within the hospitality and service industry.



Awaiting portraitJohn Greatrex, Group HR Director, Unipart

John Greatrex has held a number of senior HR Leadership roles in a variety of sectors and international locations. He currently holds the position of Group HR Director for the Unipart Group of Companies where he has responsibility for not only the HR

function but also CSR and the Group Health, Safety and Environment functions.

John has a particular interest in HR in a Continuous Improvement environment and how this together with other drivers of employee engagement can be used to improve organisational performance at a time when generally we have to “produce more with less”

Recently John has been working with other organisations working on aspects of Employee Engagement including the role and nature of Employee Voice under the auspices of Tomorrows Company and the IPA and the links between ownership and engagement together with the Employee Ownership Association.

Before joining the Unipart Group, John held senior HR positions in a number of organisations including Diageo, the Dalgety Group and the BBC.


Nicholas HigginsNicholas Higgins, Founder & CEO, VaLUENTiS Ltd

Nicholas J Higgins, founder, is an expert in human capital management and organisational behaviour/performance. He is the world’s leading pioneer of value-based HR and is also the main architect behind the groundbreaking Management Pathfinder/HCM Evaluator® and Employee Engagement 5D® solutions. Other innovations include the VB-HR™ Rating/Profiler, Human Capital Reporting Standards (GHCRS2006) and the Human Capital Composite Index (HCCI™). Nicholas is currently authoring two publications: ‘Employee Engagement: The Definitive Guide’ (due 2012) and ‘The Human Capital Management Manifesto’ (due 2012). He is a regular speaker and has written a number of industry-related articles and reports, being widely regarded as a rising influence in the field of human capital.

Nicholas is also the Dean of the International School of Human Capital Management and technical editor of The Journal of Applied Human Capital Management – a dedicated journal for Practitioners. Seminal papers include ‘Competitive Advantage through Strategic Human Capital Management’, ‘Devising an HCM Strategy’, ‘Employee Engagement’ (various), ‘Evidence-based Leadership’, ‘Organisation Engagement: Evaluating your human capital management signature’, ‘Brave New HR World’, ‘Real HR Transformation’ and ‘HR Operational Excellence’.

A veteran of 250+ projects over the last 15 years, his global clients include a significant number of FTSE 100/Euro300/S&P500 companies. He has also worked with various organisations in the NHS, Higher Education, and Local Government. Implemented projects include a range of human capital management/measurement related areas, leadership, employee engagement and productivity, HR strategy/transformation, through to value based management and customer relationship management.

He is a DrHCMI, holds an MSc in Finance from the London Business School, and an MBA and Diploma in Management from the Open Business School. He is a Chartered Manager by profession (MCMI) and a member of the Society for Human Resource Management (SHRM US).

He has previously worked at top global consulting firms PriceWaterhouseCoopers (Human Capital Management), Towers Perrin (Strategy & Organisation) and Watson Wyatt (Human Capital Measurement). This spell in management consulting followed a successful management career in financial services spanning 15 years running various growth operations incorporating both organic and acquisition strategies.




VaLUENTiS (‘The New Art of People Science’) – are the pioneering professional services firm of the last decade in Human Capital Management and Employee Engagement servicing clients across all sectors.

In 2011 the company was a winner of the WorldFinance100 award for innovative solutions such as the Management Pathfinder/HCM Evaluator®, Employee Engagement 5D® framework, Human Capital

Reporting Standards (GHCRS2006) and the Human Capital Composite Index (HCCI™).

VaLUENTiS sister organisation ‐ The International School of Human Capital Management is a leading business school dedicated to enhancing people management expertise and knowledge in organisations

offering a variety of courses supplementing its flagship HCMI qualification.

For further information see: and


INVOLVEINVOLVE is the UK’s leading employee engagement agency and the experts at using involvement to improve understanding, instil belief and increase employee buy-in to strategic initiatives.

Whether you’re wanting to use your next conference to create values champions, needing to accelerate transformational change in a designated area, or needing a digital solution to help launch and sustain idea generation and innovation across your business, all of INVOLVE’s work is bespoke and focused on maximising business impact.

The magic ingredient is involvement. By that we mean devising creative ways that enable employees to experience business challenges from new perspectives, discover new methods, contribute significantly to the solutions and own the steps necessary to change. It is the most powerful way to mobilise employees across a business.

INVOLVE have been helping leading businesses such as Adidas, Barclays, B&Q, Bloomberg, E.ON, Fujitsu, GE, GSK and Ladbrokes deliver real, measurable, results since 1996, and we’re so passionate about change that we often work on performance related fee’s.

Workplace Healthcare

Workplace Healthcare logoWorkplace healthcare & wellbeing has certainly moved forward in the last ten years, quite possibly the word ‘wellbeing’ would not have even been used, but is now regularly applied in the corporate world when referring to the physical & mental state of your workforce.

Keeping your staff healthy typically involved occupational health, physio and compliance with health & safety, perhaps with some health perks within your employee benefit packages. These remain important elements, however…

There is a bigger picture.

Increasingly companies are realizing that the ongoing wellbeing of their people is paramount.

Historically treatment has been reactive, this has now been allied with a proactive approach, the philosophy ‘prevention is better than cure’ has been adopted by organisations that want to keep their people fit, active and productive.



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