CAMROSE EMPLOYE ENGAGAGEMENT
HOW ENGAGED ARE YOU
  • » Do you believe in your leaders?
  • » Does your line manager support you?
  • » Is your job satisfying, or do you want
       more?
  • » How does what you do affect your
       firm’s bottom line?
  • » Are promotion and reward given fairly?
  • » Do you compete with your colleagues   or try to get along?
  • » Are you proud to tell people where you
       work?
TAKE OUR EMPLOYEE ENGAGAGEMENT SURVEY

How I Work

All the work I do is based on the following principles:

  • The natural state of the employee-employer relationship is one of goodwill
  • The forces and events that damage this goodwill can be identified and controlled
  • Engagement is not something “done to” employees, it is built together by all parties
  • In building engagement, outsiders have a crucial, but limited, role
  • build on my clients’ existing engagement activities: almost no engagement work starts from scratch
  • Shared purpose, simply described, is the best driver of employee engagement

Stage 1: Diagnostics (Duration approx 1 month)

Purpose
  • Identify the sources of ill-will and cynicism that stand in the way of high morale
  • Identify the sources of good will, pride and commitment on which the client can build
  • Assess the impact of current engagement work
Methods
  • Surveys, focus groups and interviews, conducted in compliance with the code of con duct
    of theResearch Society
Deliverables
  • A baseline of engagement levels for assessing the effectiveness of subsequent
    engagement work
  • A statement of what heightened engagement will look like for the client and what value it
    will bring
  • A plan for how to bring this about

Stage 2: Quick Wins (Duration approx 3 months)

Purpose
  • Quickly alleviate ill-feeling and cynicism
  • Capitalize on good-will and pride in the employee population
  • Create workable mechanisms to include employees in decision-making where applicable
Methods
  • Put in place pragmatic, lasting institutions that address the needs of
  • Individuals and their line managers
  • Small teams and their leaders
  • Large teams and their leaders at all levels
Deliverables
  • A structured set of activities carried out regularly by employees at all levels that delivers a
    coherent engagement programme
  • Simple tools to measure the conduct and results of the activities

Stage 3: Growth (Duration varies)

Purpose
  • Create competitive advantage by growing to outstanding levels of employee engagement
  • Become highly resilient to change
  • Build on work done in stage 2
Methods
  • Identify the right portfolio of engagement work for the client
  • Bring in best of breed suppliers, under Camrose direction to deliver a precisely tailored
    mix of services
Deliverables
  • A structured set of activities carried out regularly by employees at all levels that delivers a
    coherent engagement programme
  • Simple tools to measure the conduct and results of the activities