Employee engagement is a popular phrase these days, especially in light of the MacLeod report.  How many of us agree that engaged employees create a productive and profitable workplace and dramatically improve customer satisfaction?  How many of us move beyond agreement to action?  It can be difficult to know where to start, especially if your workforce is recovering from the latest round of redundancies.

Everyone knows businesses need to change and evolve to survive and yet change is the thing that most people in an organisation find most difficult.  Changing the way organisations work, whether that be new systems, processes or structures, can have a destabilising effect on the workforce – it’s human nature!  For some it’s exciting, creating new opportunities to shine, for others, it heightens concerns about the future, and they start feeling out of control.

Great mobilisation manages people through the transition, channelling their energy into action so they take control and ultimately ownership for changes.  You then have an army of people who really care about making changes work and making them stick.  As Catherine Glickman said in our report, Curiosity, Collaboration and Chameleons, “You can’t run something as big as Tesco with 8 people from Cheshunt.”  The leadership team cannot do the job alone – they need the momentum of an engaged workforce behind them.  Our experience in this area has been accumulated primarily through our change management work and we have a track record of great results as our case studies and video testimonials will tell you.