Search results
The Four Enablers. Although there is no ‘one size fits all’ approach and no master model for successful employee engagement, four common themes emerged from David MacLeod and Nita Clarke’s extensive research captured in Engaging For Success.
- Engaging Managers
Engaging Managers - The Four Enablers - Engage for Success
- Employee Voice
Employee Voice - The Four Enablers - Engage for Success
- Strategic Narrative
Strategic Narrative - The Four Enablers - Engage for Success
- Organisational Integrity
Organisational Integrity - The Four Enablers - Engage for...
- Engaging Managers
In 2009 BIS published Engaging for Success (more commonly known as the MacLeod Report), a study by David MacLeod and Nita Clarke of over organisations across the UK demonstrating high employee engagement and high performance.
David Nigel MacLeod (born 1967 or 1968) is a New Zealand businessman and politician. Since 2023, he is the Member of Parliament in the House of Representatives for New Plymouth, representing the National Party. He previously served as chair of the Taranaki Regional Council from 2007 to 2022.
- Strategic narrative. When a company fails to communicate its purpose to its people, they inevitably "fill the gap" with their own story. This often leads to rumors spreading, and causes people to lose focus and purpose.
- Engaging managers. The relationship between managers and their people can make or break the performance of an organization. So, managers must build strong bonds with their team members by helping them to focus on their personal and professional goals, treating them as individuals, and coaching and challenging them.
- Employee voice. Giving people a voice empowers them. They feel listened to and are encouraged to use their knowledge to improve the business, and to innovate.
- Integrity. The fourth and final enabler is about having a "say-do" attitude. This means keeping the promises that you make, and providing a clear explanation if you are unable to do so.
- Trust and Transparency
- A Higher Meaning Or Purpose
- Empowerment and Enablement
- UK Lagging Behind
- The Key Enablers of Engagement
- References
The current VUCA environment is, MacLeod says, affecting both businesses and individuals in equal measure. And where there’s an almost constant state of flux in workplaces, he says that employers need to think more about what employees expect at work.According to MacLeod, above all else, employees want two most basic human instincts: trust and fair...
Employees today have different expectations of both their career and employer. MacLeod points out that they want a sense of meaning and purpose at work – to know what they are achieving. This, he says, tallies with research by McKinsey, which found that the cornerstone of engagement for people is making progress in meaningful work, getting to the n...
Employees also want to be empowered. Their manager has the greatest influence here in providing some autonomy and control. MacLeod explains: Inclusion is equally important as employees now expect to be treated with respect and they want a voice in organisations. And yet MacLoed highlights that just one in three managers are regarded as ‘good’ at em...
While employee engagement issues certainly aren’t unique to the UK, too many organisations here are still failing to listen to and understand what employees need. And, as a result engagement remains low while, against other key measures, businesses also continue to struggle: 1. Wellbeing – UK 9th out of 12 in a study of developed countries; also a ...
To turn this around, MacLeod says organisations must focus on four key enablers of employee engagement. He describes the following four factors as being common in virtually every successful organisation he and his team has ever researched.
Engage for SuccessMcKinseyWERS (Workplace Employee Relations Study)Gillian Stamp – ‘Tripod of Work’ model
David MacLeod: “ This is about how we create the conditions in which employees offer more of their capability and potential ”. Employee engagement is based on trust, integrity, two way commitment and communication between an organisation and its members.
Sep 18, 2017 · MacLeod is co-founder of the Employee Engagement Task Force launched by the prime minister in 2011. He is a visiting professor of the Cass Business School, a fellow of the Ashridge Business School, the Institute of Marketing, the RSA, and a companion member of the CMI.
