In 2011 we continued to make progress on the gains we made with respect to our employee surveys in 2009 and 2010. We have worked to maintain the high levels of engagement we have achieved, by continuing to explain the Company’s strategy and vision and linking this to local business area activities.
EMPLOYEE ENGAGEMENT INDEX
In the 2011 employee survey, we achieved our highest ever response rate at 87% (2010: 85%) and the employee engagement index increased by two points to 76% (2010: 74%). This is the highest score achieved since we have measured employee engagement.
There has been a high level of activity across the business to embed our brand organising thought, Every Day Matters. This was measured for the first time in 2011 and levels of understanding of how Every Day Matters affects our employees and customers on a day-to-day basis achieved a very encouraging 72%.
In addition to the internal recognition of these improvements we have, for the first time, been ranked in The Sunday Times’ ‘Best Big Companies to Work For’. We achieved increases in all of the eight factors that the survey investigates and accreditation as a ‘Ones to Watch’ company.
This year we defined a set of six management behaviours to encourage managers across the business to focus on some key areas for improvement. These include ‘Take a Wider Interest’, ‘Connect with Customers’ and ‘Take Ownership’. These behaviours will be adopted by all employees in 2012.
Average number of employees
during the year excluding employees
of consolidated private equity
investment vehicles (2010: 8,071)
The second major initiative in 2011 was the implementation of a new grading structure in the UK. The simplicity and clarity of an eight-grade structure was essential to allow us to develop and implement improved career paths and mobility around the business.
We ran a number of insight activities, in the UK, US and, for the first time, in 2011 in France.
Employee development has been a key theme in 2011 and will continue to be so in 2012. All areas of the business have contributed to a process of identifying and managing talent across the business.
Our approach to people development and learning builds on our success in 2010. We have introduced a programme for new line managers, Everyday Leadership, to enable our people to realise their full potential and maximise their contribution. This fresh, structured and measurable approach to management development will set clear expectations and help managers start on the path to engage with their people, listen, communicate and drive performance.