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How do you improve employee engagement and get difficult conversations right?


The days of the annual employee satisfaction survey are long gone. Employee engagement is a hot topic and businesses are realising that this is a crucial part of business strategy, writes Holly Cudbill, head of employment at Coffin Mew LLP


Unfortunately for us, survey after survey reveals that the UK has low employee engagement, lagging behind Australia, USA and China. Research by the Government suggests that better employee engagement could deliver £26 billion GDP growth in the UK.


So, what do we mean by this most elusive ‘employee engagement‘? Employee engagement is about positive attitudes and behaviours, leading to improved business outcomes. Employees should feel pride and loyalty working for you and be great advocates of your business to clients and third parties. Get it wrong and you may be faced with low morale, poor levels of motivation, higher levels of absence and a high rate of staff attrition.


So, how do you get it right? Start by considering these simple principles:


• Honesty


You should be clear about the purpose, direction and values of your business. Be honest with your employees when things are going well and when they are not.


• Development


Invest in your employees by developing them. Offering training that not only helps your employees to do their current jobs, but also to progress to the next level will help to keep them engaged in the business.


• Reward


Reward engagement and achievement within your business. This is more than just paying the salary you are contractually obliged to pay or the annual Christmas party. Consider thank-you cards, public recognition, promotion, shares in the company or a gift in lieu of a cash bonus which shows you know the individual: theatre, concert or football tickets can be very well received.


If this doesn‘t work and your employee remains disconnected from your business and its ethos, this should be addressed. A lack of engagement can be as damaging to your business as an individual failing to meet targets.


Some employees will simply not be able to meet what you expect of them, whether in


THE BUSINESS MAGAZINE – SOLENT & SOUTH CENTRAL – FEBRUARY 2016


terms of their performance or their engagement. It‘s important to recognise this and to act. Many employers are good at recognising that there‘s a problem and not so good at doing something about it. They shy away from having the difficult conversations, out of a combination of not wanting to be the bad person and being afraid of getting it wrong. This is where a protected conversation comes in.


Protected conversations were introduced in 2013 to allow employers and employees to have ‘off the record‘ conversations with each other regarding the termination of employment. Once terms have been agreed, they are formalised in a settlement agreement.


The conversations are ‘protected‘ as they are not admissible, meaning that they cannot be referred to in any subsequent unfair dismissal claim. However, if you commit improper behaviour during the conversation, it may become admissible and the tribunal will be able to hear about the conversation.


So here are some top tips for getting a protected conversation right:


• Prepare


Prepare a script or crib sheet of all the points you wish to discuss with the employee. This may calm your nerves and ensure that nothing is forgotten.


• Confidentiality


Ensure that the employee is aware that the conversation is confidential and cannot be relied upon in any subsequent unfair dismissal claim.


• Alternatives


Explain the alternatives to the employee. Will you be commencing a performance management process, the disciplinary process or even the redundancy process? Be clear that the outcome of the alternative process is not a foregone conclusion.


• Seek legal advice


Take legal advice before commencing a protected conversation to ensure that any exceptions to protection are not triggered.


www.businessmag.co.uk


Details: Holly Cudbill 023-8048-3770 hollycudbill@coffinmew.co.uk www.coffinmew.co.uk


• Avoid improper behaviour


Obviously this would include harassment or intimidation, but it is also improper to not give the employee enough time to consider the offer or to suggest that if they don‘t accept the offer they will be dismissed.


Although nerve-wracking, in the right circumstances protected conversations can be a useful tool for a disengaged employee and frustrated employer to facilitate an amicable parting of ways.


WORKSHOPS


Coffin Mew is running practical training workshops covering a variety of key topics throughout 2016.


On February 25, the team will discuss protected conversations and negotiating settlement agreements, at a breakfast event taking place in the Portsmouth office.


For more information and to book your place visit http://bit.ly/1N70md5 or contact Holly Cudbill.


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