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Employee Engagement Summit 2014 – Documentation


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

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

It is predicted that 1 in 5 employees will change jobs this year. In order to avoid a mass exodus employees need to be engaged with both their job and organisation.

The summit will offer expert advice from leading professionals and will feature best practice case studies addressing how to implement cost effective and sustainable engagement initiatives to ensure that your employees not only stay with your organisation but deliver maximum results. Presentations will examine all aspects of engagement including: embedding company values, leadership behaviours and using survey analysis to drive change.

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[tab: Summary]

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

It is predicted that 1 in 5 employees will change jobs this year. In order to avoid a mass exodus employees need to be engaged with both their job and organisation.

The summit will offer expert advice from leading professionals and will feature best practice case studies addressing how to implement cost effective and sustainable engagement initiatives to ensure that your employees not only stay with your organisation but deliver maximum results. Presentations will examine all aspects of engagement including: embedding company values, leadership behaviours and using survey analysis to drive change


[tab: Presentation]

The “Employee Engagement Summit 2014″ conference documentation includes the following sessions:

Session 1

Chair’s opening remarks

Amy Armstrong, Research Fellow
Ashridge Business School

Session 2

Good leadership skills for better engagement

  • Developing and engaging leaders for better performance
  • Examining behaviours, models and expectations
  • Ensuring leaders receive regular feedback and take accountability

Doug McIldowie, Group HR Director

Session 3

Employee engagement in organisations: Implementing a ‘strategy for excellence’

  • Sharing results from VaLUENTiS’ latest ‘Employee Engagement in Organisations’ research
  • The key components of an employee engagement strategy
  • What does ‘excellence’ really mean?
  • What ‘Playmaker™’ organisations are doing in employee engagement (and what others aren’t doing)

Nicholas Higgins, Founder & CEO

Session 4

Ensuring field workers feel connected with the business

  • Making sure engineers feel valued especially when dealing with negative press
  • Introducing new technologies to help works stay connected
  • Measures and benefits of engagement investments

Beverley Rowney,‎Head of Internal Communications and Cultural Transformation
British Gas Services

Session 5

Engagement as a building block for business; create a great culture and values

  • Creating a culture for change
  • Navigating employees through uncertainty and change
  • Developing accountability for personal and professional development
  • Refreshing the culture and values

Joanna Jepson, Culture and Engagement Workstream Lead and Emma Sutton
MBNA Bank of America

Session 6

Engaging through change

  • Simple steps to maintain employee engagement during periods of change and uncertainty
  • Working with line and senior managers to manage change and to support other employees
  • Helping technical managers become more emotionally aware
  • The data behind the success

Alexandra Buck, Former HR Manager – Employee Engagement

Session 7

Monitor and manage engagement success through survey analysis

  • Ask and focus on the right questions – planning the approach to the survey
  • Setting clear communications and expectations once you get your survey results
  • Actioning change through survey analysis and follow up to embed engagement across the business
  • Building manager engagement and embedding values
  • Provide employees with opportunities to drive own engagement and enablement plans

Katie White, Head of Engagement

Session 8

Getting reward right; it’s not all just about pay

  • Taking a cafeteria style approach to reward
  • Creating satisfied and engaged employees through cost effective solutions

Ingrid Waterfield, Senior People Advisor

Session 9

Engage an ‘engaged’ workforce

  • Developing a down to earth approach to maintain the momentum and continue the journey
  • Continuous monitoring and measurement
  • The importance of open and honest 2 way conversations
  • Examining the value of providing leadership and development opportunities

Mairi Probin, Internal Communications and Engagement Manager
Iceland Foods

Session 10

Future gazing with the ‘Engage for Success Guru Group’

  • Examining the future direction for engagement
  • What additional challenges might we face
  • Will the concept of engagement remain relevant for years to come?

Dilys Robinson, Principal Research Fellow
Institute for Employment Studies

Session 11

Employee Engagement in Organisation VaLUENTiS ‘State of the Notion’ Report 02

Nicholas J Higgins & Graeme Cohen

[tab: Speakers]

Amy Armstrong, Research Fellow, Ashridge Business School

Amy Armstrong

Amy is a Research Fellow and member of faculty at Ashridge. Her research and teaching interests span the fields of positive psychology at work and include topics such as compassion in the workplace; well-being; engagement; and emotions in organisations. Amy is also interested in the concept of ‘reflexivity’ and reflexive practice among managers as a means of self-development.

Amy holds a First Class Bachelors degree and an MBA. Her ongoing PhD (Aston University) is a biographic narrative study of the impact of personal trauma on the professional lives of managers in the UK. Amy is also a member of the Work and Organisational Psychology group at Aston University and leads the research within one of the sub-groups within Engage for Success, a government-led movement which is seeking to improve engagement and well-being levels across the UK.

In her spare time, Amy is a keen triathlete and snowboarder. She lives in Buckinghamshire with her partner Colin, four children and Alfie the dog.

Lucy WilsonLucy Wilson, Employee Engagement Lead – UK, BAE Systems plc

Lucy is the Leadership Development and Employee Engagement Lead for BAE Systems UK. She has worked at BAE Systems for 7 years in a variety of roles in the HR, CSR, L&D, OD and Employee Engagement teams.

In 2012 Lucy was seconded to the Engage for Success Task Force, successfully leading their launch activities. Throughout 2013 she has been leading BAE Systems approach to employee engagement, developing the 6000-strong leadership population to inspire and engage their people through times of change and working in collaboration with leaders across the UK business to develop strategies for improving levels of engagement.

Lucy is CIPD qualified, has an MA in psychology from the University of Cambridge and an MSc in Occupational Psychology from Cardiff University. In her spare time she is a Director and Trustee of Spare Tyre Theatre Company.

Beverly Rowney,‎Head of Internal Communications and Cultural Transformation, British Gas Servicesfemale-silhouette-150x150px

Bev Rowney has had a varied career at British Gas, carrying out operational roles in customer service, leadership support roles and moved into people and cultural transformational roles.

Bev’s role as Head of Service Excellence saw her implement a number of people and customer led initiatives that directly led to the Cardiff Call Centre winning a plethora of external awards, the highlight being European Call Centre of the Year, for 2 years running in 2011 and 2012.

Bev joined the Services business in 2011 leading cultural programmes across the 15,000 strong business of engineers and office teams. The success of this role led to Bev’s current role heading up Internal Communications and people engagement across this business.

Bev’s strengths are people and her experience means she is now accomplished in leading large scale people programmes that lead to an improved people experience and ultimately a better customer experience.

Bev lives in South Wales and is married with two daughters. She loves entertaining and cooking when she isn’t working!

Alexandra BuckAlexandra Buck, Former HR Manager – Employee Engagement, CISCO

Alex’s passion for employee engagement stems from her degree in psychology and has developed through her further academic studies and 20 plus years working in HR. In her most recent role as Employee Engagement Manager for Cisco, she concentrated on building management skills across EMEAR and undertook a study in to engagement of employees who joined the company through acquisitions.

She says that she is fortunate to have spent her whole career working in a field which she loves and to have worked with so many clever people in the high tech and engineering sectors.

Having been part of two major integration teams (Marconi/BAe and recently, NDS/Cisco) she has a special interest in the people aspects of change management. She is also working with the UK Engage for Success taskforce, looking at the barriers to employee engagement.

Alex has a reputation for generating practical business solutions and has recently been described as an engagement geek, which she accepts as a compliment!

Katie White, Head of Engagement, FujitsuKatie White

Katie White is Head of Engagement at Fujitsu UK & Ireland – a leading IT company, employing over 10,000 people in the region. Its business is in enabling its customers to realise their objectives by exploiting information technology through its integrated product and service portfolio including consulting, applications, systems integration, managed services and products.
Katie has fulfilled several and varied roles at Fujitsu, from Operations Management, and now heads up a mature engagement and enablement programme in the UK & Ireland region.

She is responsible for the creation and development of a comprehensive engagement plan to drive an increase in employee engagement and enablement, ensuring activities are aligned to company strategy. She project manages the planning and deployment of the annual employee opinion survey and engages across the company to implement action plans resulting from the survey.

Awaiting portraitDoug McIldowie, Group HR Director, GKN

Doug is a senior human resources business professional with 30 years’ experience gained in the Oil, Electronic, Automotive and Aerospace Industries, working with blue chip organisations. He has gained experience of running an operation at plant level. His career covers 12 years’ experience with TRW (Aerospace and Automotive) and 3 years’ experience with Goodrich (Automotive). He has exceptional International experience gained living in Spain (one year), Germany (3 years) and the US (6 years). In addition, he has extensive company acquisition and divestment experience.

In Doug’s current role with GKN plc (a UK automotive and aerospace global engineering company) he is Group Director Human Resources. He was appointed to this position in April 2008 and the role covers full Human Resources functional responsibility globally. He joined GKN in August 2005 as HR Director for GKN Sinter Metals, then in June 2007 became the HR Director for a portfolio of GKN businesses of PowderMetallurgy, OffHighway and Industrial Services.

Doug is a Fellow of the Chartered Institute of Personnel and Development and a Director of the Engage for Success Foundation.

Doug has a degree in History from Aberdeen University and is married with two children. He currently resides in the Cotswolds.

Mairi ProbinMairi Probin, Internal Communications and Engagement Manager, Iceland Foods

Mairi Probin spent over 10 years as a marketer, joining Iceland in 2006 to develop and launch Iceland’s customer loyalty card. Switching disciplines in 2010, she successfully established a dedicated Internal Communications and Engagement function at Iceland. Since then, Iceland has secured 1st and 2nd place respectively in the 2012 and 2013 Sunday Times ‘Best Big Companies to work for’ listings and consistently delivers industry leading engagement scores from a happy, engaged workforce of 25,000 colleagues.

You may have caught a glimpse of Mairi in BBC2’s ‘Iceland Foods: Life in the Freezer Cabinet’ in October last year!

Out of work, she has the misfortune of being a Preston North End season ticket holder

Dilys RobinsonDilys Robinson, Principal Research Fellow, Institute for Employment Studies

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.

Emma SuttonEmma Sutton, Head of Credit & Fraud Risk Operations, MBNA Bank of America

With over 15 year’s operational experience, Emma is currently accountable for Credit & Fraud Risk Operations. With key responsibility of the efforts of circa 100 risk analysts to make effective and consistent risk based decisions that spans the end2end customer journey and life cycle of account. Emma works with multiple stakeholders across the UK Card Services to define, develop & manage a Target Operating Model that is fit or future purpose.

Emma also serves as one of the Bank of America Pension Plan Board of Trustees and has functional responsibilities for employee engagement & development across the operational areas.

Emma joined the bank in 1998 and has held a number of senior management positions including, Head of Customer Services, Head of European Telemarketing Administration & Control, European Telemarketing Inbound & Outbound Unit Manager and more recently formed part of the inTOUCH programme, accountable for delivering a multi-generational programme of change, enhancing the customer journey through the introduction and operational integration of enhanced on-line and mobile capabilities. Some of her key achievements have been the successful roll out of ‘home-workers’ for front line customer service representatives – A UK first for a financial institution.

Emma lives with her husband in Cheshire & is a keen horsewoman.

Joanna JepsonJoanna Jepson, Culture and Engagement Workstream Lead, MBNA Bank of America

Jo is a CIPR Accredited Practitioner and is the Culture and Engagement strategy lead within the Organisational Effectiveness team in HR.

Working in partnership across a number of business functions and disciplines, Jo is responsible for developing the culture and ethos framework to ensure activity is aligned with the vision, mission and values of the company. This includes working closely alongside the Marketing, Communication, Engagement and Leadership Development teams to ensure consistency and connectivity of key messages.

Prior to MBNA, Jo has worked in a number of large blue chip and FMCG businesses such as SCA Hygiene Products, the Co-operative Group, and Marks and Spencer plc in a variety of Engagement and Change Communication roles.

Jo lives in Bolton with her husband and 2 children

Ingrid WaterfieldIngrid Waterfield, Senior People Advisor, KPMG

Ingrid is part of KPMG’s People advisory practice, working with our clients to address their workforce issues.
She has over 15 years experience working both as an external adviser and in-house for KPMG on all aspects of reward strategy.

From 2009 until 2013, Ingrid was part of KPMG’s in-house HR Leadership team, leading KPMG’s Reward & Performance team.
Ingrid’s achievements include:

  • developing and implementing a European Reward Strategy
  • developing a leading edge, cost effective flexible benefits offering, including most recently a successful salary sacrifice car scheme
  • leading KPMG’s strategic approach to auto-enrolment working closely with her finance and pensions colleagues
  • using innovative HR communications, including introducing Total Reward Statements at different stages of the employee life cycle to increase engagement and understanding of KPMG’s total reward offering
  • developing a leading edge recognition scheme to increase the number of employees recognised at the same time as reducing overall costs

Nicholas HigginsNicholas Higgins, Founder & CEO, VaLUENTiS Ltd

Nicholas J Higgins is founder and CEO of VaLUENTiS and Dean of the International School of Human Capital Management. He is a noted expert in human capital management and organisational behaviour/performance. He has successfully worked with a significant number of organisations in the FTSE 100/Euro 300/S&P 500 companies, along with those ‘in local government, NHS and higher education. He is also a regular speaker at events and regarded as an influential force in people management, for example, appearing in HR magazine’s HR Most Influential 2010 & 2011.

NJH is noted for his ability to challenge everyday thinking whilst offering pragmatic insights and solutions. He is the architect behind a number of groundbreaking ideas, notably Value-based HR, The 5D Employee Engagement model, Management Pathfinder/VB-HR Rating, Human Capital Reporting Standards (GHCRS2006) and the Human Capital Composite Index (HCCI). As Dean of The International School of Human Capital Management, he was the original course programme director and architect behind the HCMI Masters qualification.

NJH 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), a member of the Society for Human Resource Management (SHRM US), The American Psychological Association (APA) and The American Society for Quality (ASQ). He 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 spanning 15 years running various growth operations incorporating both organic and acquisition strategies.

Higgins has authored a number of articles including 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), Talent Management, Evidence-based leadership, Organisation engagement: evaluating your human capital management signature, Brave new HR World, Real HR transformation and HR operational excellence. NJH is currently completing several publications on Employee Engagement and Human Capital Management Strategy.

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VaLUENTiS (‘The New Art of People Science’) – are the pioneering professional services firm providing 360° solutions in Talent Management and Employee Engagement servicing clients across all sectors, using an array of survey instruments, analytics and informed advisory.

In 2011 the company was a winner of the WorldFinance100 award for innovative solutions such as the Talent Management Pathfinder ®, Employee Engagement 5D® framework, Human Capital Reporting Standards (GHCRS2006), Human Capital Composite Index (HCCI™) and the VB-HR™ Global Profiler.

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

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