FRIDAY MAY 4TH 2018
EMPLOYEE ENGAGEMENT SUMMIT 2018
14:2014:40
Heathrow Airport Case Study: Creating a Transformational Digitally Connected Workplace Neil Barnett, Senior Communications Manager, Heathrow Airport Connecting the hearts and minds of over 7,000 employees at Heathrow Airport to allow them to work more flexibly and efficiently is not a simply task. The World’s second largest airport wanted to appeal to everyone in their diverse organisation to create a better workplace experience that would allow them to connect socially using a range of tools and technology in a single engagement platform helping them do their jobs on any device, anywhere, anytime. BIOG Neil Barnett is senior digital communications manager for Heathrow Airport. Responsible for digital channel engagement and digital workplace adoption. In 2009 Neil was leading the financial services sector into social media with one of the first corporate Twitter accounts and in 2013 launched the digital side of the Royal Mail IPO to shareholders and customers. With a BA Honours degree Neil started his career working on the very first Logica digital graphics computer called ‘Flair’ (developed by the BBC) creating animation sequences for TV and film. He then moved into financial services tacking 3D computer graphics into Skandia Life Assurance Group plc for engagement events with business partners. At Royal Sun Alliance (now RSA) Neil successfully introduced a variety of new internal communication channels including ‘Navigator’ a quarterly intranet, print and video magazine programme for worldwide distribution to 55,000 staff. Neil is a founding member of the Intranet Benchmarking Forum which now covers all aspects of the digital workplace and is also a fellow member of the Institute of Internal Communications (IoIC) Neil has also been a Judge for the IVCA annual awards for three years running and has recently won several awards for best use of digital for employee engagement.
14:4015:00
INTERNAL COMMUNICATIONS AND VOICE OF THE EMPLOYEE – PART 2
Northamptonshire Healthcare NHS Foundation Trust Case Study: Leadership Matters Chris Oakes, Director of HR and OD, Northamptonshire Healthcare NHS Foundation Trust A case study demonstrating how leadership behaviours can be agreed, adopted and embedded at every level of an organisation. The Leadership Matters Programme of work took the NHS Trust from ‘Requiring Improvement’ under the well led domain in 2015 to ‘Good’ in 2017. The inspection report by the Care Quality Commission in 2017 highlighted that staff felt they were given the opportunity to develop and had good role models in their managers. Inspectors also commented that the behaviours were clearly embedded in the practice of senior staff in the Trust. This learning and development programme has been highlighted and shared nationally by NHS Improvement as exemplary. BIOG Chris has more than 20 years of experience working at director level within healthcare both in the NHS and the independent sector. He has been involved in developing high quality human resources services and leading significant culture change and organisational development. Before joining Northamptonshire Healthcare NHS Foundation Trust, Chris was Director of Workforce and Organisational Development at the Black Country Partnership NHS Foundation Trust. Chris is a member of the Chartered Institute of Personnel and Development, has an MBA from Cass Business School (City University) and an MSc in Leadership from the University of Birmingham.
15:0015:20
Imperial London Hotel Case Study: “Resolution isn’t Revolution – it’s Evolution!” Gemma Todd, Head of Human Resources, Imperial London Hotels In 2015 when I joined Imperial London Hotels there were around 45 grievances ‘in flight’. Each grievance took approximately 5 days to manage; from the initial meeting through to appeal. That equates to c.7.5 months. Add in the time taken to manage 11 of those grievances that progressed to a formal disciplinary, an average of 4 days per case, that added another 1.5 months to the total. Well over half a year just managing grievances. Grievance had become part of the organisational ‘way of life’ and those on both sides of the issue were often expected to continue to work together but even more unhappily than before. With c.1150 employees from different countries, belief systems, values working in a 24/7 – 365 days a year environment across 8 locations it was inevitable that conflicts and disputes would arise. It was also obvious that spending well over half a year managing their grievances was untenable. We had to find another way to take the grief out of grievances. BIOG Gemma has over 20+ years senior leadership and management experience in the HR, OD, L&D space gained through roles held within regional, national and international organisations. As the Head of HR for the Imperial London Hotels Group, she leads a team of six delivering high quality HR, ER, and L&D services and support to c.1100 employees across nine sites in Central London. Gemma is a highly experienced employee relations and employment law specialist who saw the benefit of mediation as an alternative to the more ‘traditional’ routes for conflict resolution. In 2014 through the OCN, she achieved the National Certificate in Mediation, joining the Professional Mediators Association as a qualified and accredited mediator. She is a Chartered Fellow of the CIPD, is a Six Sigma Green Belt, a trained executive coach, a certified management consultant and a Master NLP practitioner. She was recently appointed as a NonExecutive Director for HR to the Shadow Board for the newly formed All Saints Academy Trust in North Essex, where she lives.