Employee Engagement in Organisations:

The first days for ambitious HR functions

‘Think HR. Think Human

Capital.’ Tour 2013

Employee Engagement Conference Symposium Events

London UK April 2013

Nicholas J Higgins, DrHCMI MSc Fin (LBS) MBA (OBS) MCMI

CEO, VaLUENTiS Ltd & Dean, International School of Human Capital Management (‘ISHCM’)

Video version available through WTG on-demand service.

All rights reserved. No part of this presentation may be reproduced, translated, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, microfilming recording or otherwise without the express permission of the author.

Please e-mail nicholas.higgins@valuentis.com regarding any matters of reproduction/ organisational distribution.

© 2013

‘Celebrating ten years 2003-13’

‘A selection of previous relevant presentations…’

5

Part I

Baselines…

1. Which famous experiments took place at Western Electric Co in the 20th

Century…?

Hawthorne Experiments (1924-1933) Illumination Studies (1924-27) • Inter-relationship of social and physical factors in

determining productivity • Unintended consequences on artefacts of experimental

setting

Relay Assembly Test Room (1927-32) • Impact of supervision on worker behaviour • Employee participation • Development of group cohesiveness • Matching worker expectations and job characteristics • Worker sentiments and values • Spill-over of non-work experiences into work life • Informal leadership • Worker attitudes and productivity • Multidimensional view of work motivation

Bank Wiring Observation Room (1931-32) • Informal system • Group social strata • Anti-management group norms • Coercive impact of group norms • Physical proximity and attitudes

Interview Programme (1928-30) • Employee feedback • Non-directive counselling • Status distinction and interpersonal perception • Supervisor training

Second relay assembly (1928) • Different wage incentives cannot account

for all of test room productivity increases

MICA Splitting Test Room (1929) • Autonomous work groups • Limits to wage incentive

Source: Adapted from Shedding Light on the Hawthorne Studies, Sonnenfeld J.A. 1985 Photographs: Harvard Baker Library

2. Which US company is most associated with employee surveys and causal studies linking to performance …?

A look back at The original Sears E-C-P Chain… (an early forerunner of ‘employee engagement’ with causal performance link)

Attitude

about the

job

Employee

Behavior

Customer

Impression

Customer

recommendations Service

Helpfulness

The Employee-Customer-Profit chain at Sears By Anthony J. Rucci , Stephen P. Kirn and Richard T. Quinn Harvard Business Review Jan-Feb 1998

Attitude

about the

company

Merchandise

Value

Employee

retention Customer

retention

Return on assets

Operating margin

Revenue growth

5 unit increase in employee

attitude

13 unit increase in customer impression

0.5% increase in revenue growth

A compelling place to work A compelling place to shop A compelling

place to invest

3. Which author, with an article published in 1990, is attributed as being

the first to use the term ‘employee engagement’…?

11

Psychological Conditions of Personal Engagement and Disengagement at Work

William A. Kahn

Academy of Management Journal 1990

“Personal Engagement is the simultaneous employment and expression of a person’s ‘preferred self’ in task behaviors that promote connections to work and to others, personal presence (physical, cognitive and emotional), and active, full role performance.”

Employee engagement as a sum of constant work ‘forces’ (VaLUENTIS EESoF model) illustrative vectors

interpersonal conflict

incentive misalignment

perceived reward inequity short-staffed

uncaring new boss

poorly communicated reorganisation

enlarged role

planned training

cancelled

Well-received performance appraisal hit personal

targets/ objectives

hit team targets/ objectives

salary increase

enrolled on MD programme

“A further, more up to date interpretation…”

4. What is ‘acknowledged’ as the single biggest factor in an individual’s

engagement at work…?

Illustrating the management influence using VaLUENTiS 5D Employee Engagement Framework

© VaLUENTiS Ltd 2002-13

Objectives awareness

Behaviour alignment

Role ‘fit’

Performance management

Feedback

Capability

Line-of-Sight

Remuneration equity

Bonus/incentives

Benefits

Role equity

Recognition

Promotional aspects

Reward (equity)

Cultural elements

Team dynamics

Communication

Resources

Local management

Physical environment

Work Environment

Development

Career progression

Competencies

Succession planning

Job/ Role architecture

Training/ Learning

Coaching/ Mentoring

Organisation design Performance/talent

management ‘Corporate’ Leadership

Communication Decision rights Work values

Trust

Organisation operating

culture

A manager has influence in many areas of engagement, some more than others…

The concept of Employee Engagement: A synthesis of antecedent theories and empirical evidence with human capital

management practice related to organisation performance – 100 years in the making

Source: The antecedents of Employee Engagement, Nicholas J Higgins - VaLUENTiS technical paper 2003

Wider Group

Immediate Team

Organisation Individual

•Group theory

•Trust theory

•Teams theory

•Conflict theory

•Decision-making theory

•Motivation theory

•Goal setting and task theory

•Equity (justice) theory

•Trait theory

•Expectancy theory

•Commitment theory

•Needs theory

•Social cognitive/ self efficacy theory

•Cognitive dissonance

•Wellbeing/Burnout

•Job satisfaction

•Organisation Citizenship Behaviour

•Learning theory

•Behaviourism

•Emotional Intelligence

•Psychological contract

•Leadership theory

•Organisational ‘fit’ theory

•Other I/O psychology contributions

•Organisation performance & measurement*

Human Capital Management practice/systems:

•Training & Development

•Performance management

•Reward & recognition

•Resourcing & selection

•Organisation communication

•Talent management

•Leadership

•Organisation culture

•Employer brand

•Human capital retention

•Organisation design

•Workforce diversity

•High performance work systems

•Fayol - Principles of management

•Taylor - Scientific management

•McGregor Theory X/Y

•Mayo/Hawthorne studies

•Tavistock – Socio-technical systems

•Lewin (MIT) - group dynamics/behaviour

•Munsterberg - Industrial psychology

•Follett - Management relations/integration

•Hertzberg – Two factor theory

•Drucker – Practice of management

•Kahn – Personal engagement

•Likert – Management system/measurement scale

VaLUENTiS 5D Employee Engagement: Core empirical theories that combine to form the root structure of the VaLUENTiS model

Source: The antecedents of Employee Engagement, Nicholas J Higgins - VaLUENTiS technical paper 2003

Wider Group

Immediate Team

Organisation Individual

•Motivation theory

•Goal setting and task theory

•Equity (justice) theory

•Group theory

•Trust theory

•Trait theory

•Fayol - Principles of management

•Taylor - Scientific management

•Expectancy theory

•Commitment theory

•Teams theory

•Conflict theory

•Needs theory

•Organisation performance & measurement*

•Social cognitive/ self efficacy theory

Human Capital Management practice/systems:

•Cognitive dissonance

•Wellbeing/Burnout

•Job satisfaction

•Organisation Citizenship Behaviour

•Learning theory

•McGregor Theory X/Y

•Behaviourism

•Training & Development

•Performance management

•Reward & recognition

•Resourcing & selection

•Organisation communication

•Talent management

•Leadership

•Organisation culture

•Employer brand

•Human capital retention

•Organisation design

•Decision-making theory

•Emotional Intelligence

•Workforce diversity

•Mayo/Hawthorne studies

•Tavistock – Socio-technical systems

•Lewin (MIT) - group dynamics/behaviour

•Psychological contract

•Leadership theory

•Organisational ‘fit’ theory

•Other I/O psychology contributions

•High performance work systems

•Munsterberg - Industrial psychology

•Follett - Management relations/integration

•Hertzberg – Two factor theory

•Drucker – Practice of management

•Kahn – Personal engagement

•Likert – Management system/measurement scale

“But all the others have a part to play…”

5. What is the connection between job satisfaction and job performance…?

6. Complete this ‘well-known phrase’: “If employee engagement was the

answer, …………………………......?”

19

Absenteeism, turnover, ill-discipline, manager resistance, communication and/or trust issues etc are all, to a great degree, manifestations of poor employee engagement in some form.

“Many case studies and indeed academic comment, however, seem to ignore this fact. Thus, we’re seemingly praising ourselves for putting a fire out – the very one we started as an organisation! What happened to the ‘Why’ in the first instance?

As an industry practitioner question - What’s going on here?”

Observation 101

20

Part II

The first 100 days…

Back to the ‘Six Pillars’…

EE PLAYBOOK

1. Grounded understanding of Employee Engagement

2. Working definition of Employee Engagement

3. Measurement wisdom

4. Actioning infrastructure

5. Dynamic EE-Performance ‘playbook’

DELETE 6. Competent leadership/management

Organisations and employee engagement:

The ‘4-ball’ practice model

Play down

‘We don’t...’

Play act

‘It’s all about PR…’

Play safe

‘At least we audit/ benchmark...’

Play make

‘We do it…’

The four progressive states of employee engagement

embeddedness in organisations

Little. Limited.

Mostly ephemeral in nature.

Exists in pockets with variation in line management.

Good working knowledge embedded across

organisation.

No definition in use. Most likely borrowed

without any real ownership, or ‘false’ ownership.

Maybe borrowed with internalisation or adapted after some organisational

focus.

Distributed ‘ownership’, whether borrowed, adapted

or created.

Limited to absenteeism metrics, employee surveys

seen as event driven if done.

Probably undertaking surveys but with no valid

construct; response rate/PR main focus.

Will do measurement basics, even to the extent of

engagement index etc. Tick box is main focus.

People management evaluation/measurement

seen as ‘core’ on a par with CRM , finance etc.

Probably in the form of basic training/management

courses.

Probably in the form of basic management courses. Most likely carry out some form of

branded programme.

Will have a number of actioning elements in place but not necessarily joined

up.

Will have necessary ‘toolkit’ to hand with ongoing programmes to suit organisation focus.

Does not exist.

May have something articulated on ‘strategies’.

Most likely collection of irrelevant case studies.

Playbook in the form of ‘manager manual’ or on-line knowledge-share. Still being

developed.

Easy access in different e-/physical formats at

different levels. Signals ‘embedded’ intent.

Will have varied mix of skilled people managers. Existing good performers

more through luck.

Will have varied mix of skilled people managers. Existing good performers

more through luck.

Will have varied mix of skilled people managers but level of competency higher than Play-Act organisations.

Cohort of well-trained people managers exists with

talent pools. Regular evaluation/reinforcement.

‘PLAY DOWN’ ‘PLAY ACT’ ‘PLAY SAFE’ ‘PLAY MAKE’

I Grounded understanding of employee engagement

II

III

IV

V

VI

Working definition of employee engagement

Measurement wisdom

Actioning Infrastructure

EE-Performance Playbook

Competent leadership/ management

The ‘4-ball’ Employee Engagement reality matrix

Pillar

Human capital management practice and

employee engagement contributing to improved

organisational performance (‘POP’ system)

Higher employee

engagement

Higher productivity

Higher organisation performance

More effective human capital management

DIVERSITY

EMPLOYEE CENTRICITY

EMPLOYER BRAND

HR GOVERNANCE

HR OPERATIONAL EXCELLENCE

LEADERSHIP

ORGANISATION CLIMATE ORGANISATION

COMMUNICATIONS

ORGANISATION DESIGN

PERFORMANCE ORIENTATION

RESOURCING

RETENTION

REWARD

TALENT MANAGEMENT

LEARNING & DEVELOPMENT

796

813

742

674

615

431

487

642

628 594 603

684

657 599 416

‘Out-performing’ (world class)

‘Out-performing’ (peer)

‘Comparable’ (peer)

‘Under-performing’ (peer)

VaLUENTiS Management Pathfinder®: Client example (extended version)

Employee Engagement - Actioning Infrastructure

4

3

1

2

Actioning Employee Engagement Infrastructure

(Purpose: ‘to embed’)

Supportive top leadership and ‘signalling’…

‘Interactive’ people management evaluation process map

Multi-survey mapping and

planning overlay

EE related development/

learning programmes & workshops

People Manager evaluation/

appraisal (regular

‘practice runs’)

Defined ‘how to’ strategies around engagement elements

‘Live’ Employee Engagement adapted QFD (‘House of Quality’)

Dedicated internal focus team or nominated ‘on-point’

person

Nominated People Manager Engagement line

champions

Organisation event logs Links into wider

organisation intelligence analytics

Wider communications/

branding

“Spinning plates cogs…”

Management education,

assessment & reinforcement

Boiling it down…

Performance/ productivity/engagement ‘holes’

People data

availability & quality

Employee survey

information & other

evaluations Management ‘positional mapping’

‘Game management’

Performance/ productivity/engagement ‘holes’…

Organisation Performance (as defined by organisation/unit scorecard measures and derivative metrics)

Examples of organisation performance areas:

Sales Revenue

Service delivery

Customer satisfaction

Patient care

Procurement

Operational risk

Product development

Organisation support

Safety

Quality

Cost…

‘P12 modes of productivity’

More likely to embrace set

values

More likely to produce higher grade/quality of

work (less errors)

More likely to be flexible to

organisation needs (if equitable)

Less likely to suffer stress

(but more likely to suffer burn-out)

More likely to achieve goals set

More likely to ‘own’ their development

More inclined to input into ideas/

innovation

More likely to give discretionary effort above contractual

obligations

Less likely to move employer

Less inclined to take days off

More inclined to share knowledge

Applied across all job roles in the context of the role specificity and environment which impact on individual and

collective performance

32

Sub-optimal performance, i.e. less than achievable

Or

Sub-optimal costs, i.e. higher than necessary

Or

Both

Impaired Employee Engagement: Impact on individual and team productivity/performance

People data availability & quality…

Employee Engagement triangulation “Squaring the circle…”

New (re)hire data

Performance appraisal data

Case data

Other internal survey/assessment data

Exit data

Organisation event log data

Critical incident data

Social media data

Customer/client/patient/citizen data

Employee/management survey data

New (re)hire data

Performance appraisal data

Employee/management survey data

Case data

Other internal survey/ assessment data

Exit data

Organisation event log data

Critical incident data

Social media data

Customer/client/ patient/citizen data

“To this - The Engagement-Performance Matrix”

Performance area

‘Hawthorne’ for the 21st

Century organisation”

“There is much that

organisations can do for

themselves”

Employee survey information & other evaluations…

Survey instrument design & measurement expertise

HC

M s

ub

ject

mat

ter

exp

ert

ise

Myopic

Result: misleading or erroneous

interpretation

20/20 Foresight

Result: organisation has sufficient in-depth, robust

knowledge to act upon

Unfocused

Limited insight due to limitations of HCM knowledge

Blind

Result: end up with ‘garbage in-garbage out’ syndrome

HIGH

LOW HIGH

© ISHCM 2006

The employee survey expertise model

“Only one box in nine reflects the constant ‘high bar’ challenge for organisations in optimising engagement across the workforce on a daily basis”

Staff engagement: The challenge for organisations (The A-C Matrix)

© VaLUENTiS Ltd 2002-13

Likely to have performance,

attitudinal and/or

behavioural issues

More likely to have

performance/ capability issues

Knows what to do/achieve

but unlikely to achieve it

More likely to have objective

and/or ‘potential’

issues

Job gets done

Could do more

High probability of wasted

effort/ frustration

Less than optimally

productive - Could do

more ‘well’

Fully productive

Individual’s degree of Alignment

Degree of Commitment

Affective Continuance

Incongruent

Fully congruent

‘Doing the right things the right way for the

right reasons’

‘Doing the wrong things/ wrong way/

wrong reasons’

‘Having to stay’ ‘Wanting to stay’ ‘Feeling of ought to stay’

Staff engagement: The challenge for organisations (The A-C Matrix)

© VaLUENTiS Ltd 2002-13

Likely to have performance,

attitudinal and/or

behavioural issues

More likely to have

performance/ capability issues

Knows what to do/achieve

but unlikely to achieve it

More likely to have objective

and/or ‘potential’

issues

Job gets done

Could do more

High probability of wasted

effort/ frustration

Less than optimally

productive - Could do

more ‘well’

Fully productive 15%

10%

10%

5% 15%

25% 10%

5% 5%

“Typical organisational

split”

Individual’s degree of Alignment

Degree of Commitment

Affective Continuance

Incongruent

Fully congruent

‘Doing the right things the right way for the

right reasons’

‘Doing the wrong things/ wrong way/

wrong reasons’

‘Having to stay’ ‘Wanting to stay’ ‘Feeling of ought to stay’

Management ‘positional mapping’…

Embedding good employee engagement practice: ‘Mapping the management reality’

Individual Board members

Against embedding (Status quo OK)

Let it happen (Ambivalent/

non-committal)

Help it happen (qualified

supportive)

Make it happen (Actively

championing)

Senior managers

Middle managers

Line managers

Supervisors/Team leaders

Remember ‘actions speak louder than words…’

‘Line Management’ engagement score by percentile

910

860

813

790

760

Management client cadre sample 2010-11 Sample size: 1400 managers representing 20,000 employees

Score range 200-1000 Source: VaLUENTiS Engagement database

“Often overlooked:

Impaired manager engagement…

And its impact…”

‘Line Management’ engagement scores ‘bell curve’

Management client cadre sample 2010-11 Sample size: 1400 managers

(employee population: 20,000) Score range 200-1000

Source: VaLUENTiS Engagement database

14.5% below one standard deviation

738 1000 200

“Same data as previous slide – different graphic format…

Looking outside ‘norms’ that’s one in seven line managers posing serious concern…”

13.9% above one standard deviation

“And so…”

Management education,

assessment & reinforcement

Management education, assessment & reinforcement…

The common default mental model for senior managers and OD/HR practitioners…

‘Challenged’ People

Manager

‘Good’ Operating Manager

‘Good’ People

Manager

‘Challenged’ Operating Manager

Should be…

‘Good’ Manager

Line of Sight

Work Environment

Reward & Recognition

Learning & Development

Operating culture

Awareness of objectives/goals

Individual’s behaviour aligned

Individual ‘fit’ with assigned roles

Performance management effectiveness

People receiving timely feedback/acted on

Know capabilities for promotion

SMART targeting/goals

Values alignment

Local management/leadership role model

Intra-team relations/cohesiveness

Have resources to carry out job

Team effectiveness/trust

Physical environment/facilities

Work-life balance

Sense of accomplishment

Team diversity

Reward equity intra-organisation

Reward equity extra-organisation

Benefits package component balanced

Performance-reward link

Recognition for contribution

Promotion for contribution/performance

Incentives encourage correct behaviour

Incentives encourage achievement

Individuals possess requisite competencies

Utilisation of individual skills

Pro-active training/ learning

Opportunities for personal development

Structured coaching/mentoring

Job/role architecture

Career progression paths

Succession planning

Inter-team relations/cohesiveness

Organisation decision rights

Performance/talent management

‘Corporate’ leadership

Pride with organisation

Effective decision-making

Work values

Organisational trust & openness

3

3

2

2

3

8

2

4

‘5D’ Employee Engagement case study diagnostic sheet © 2004-12

OVERALL

OVERALL

OVERALL

OVERALL

OVERALL

8

10

5

22

12

27

6

25

12

15

9

19

22

20

24

21

15

11

12

7

14

6

11

9

35

31

44

29

25

25

33

21

27

30

28

21

24

14

24

20

1

3

4

4

1

5

5

6

12

18

13

15

7

22

17

17

11

23

33

23

12

32

18

17

24

13

7

9

19

10

5

19

25

28

32

31

37

22

33

20

28

15

21

18

24

9

22

21

3

6

5

3

8

6

3

7

6

17

19

20

22

13

17

21

21

24

26

29

25

20

21

29

5

7

7

12

8

15

7

6

42

29

25

22

25

32

33

24

23

17

18

14

12

14

19

13

3

2

5

3

5

4

9

5

17

24

15

21

21

12

21

16

21

32

25

26

31

21

29

18

6

9

7

10

8

15

10

16

31

20

29

20

21

29

24

28

22

13

19

20

14

19

7

17

8

10

9

5

3

4

3

6

22

16

15

26

11

26

14

21

26

19

23

26

17

29

25

30

15

18

10

14

14

13

11

14

18

24

28

21

31

17

29

20

11

13

15

8

24

11

18

9

This is an example where front-line client projects meet management learning. VaLUENTiS has customised Harvard/ECCH case studies by adding employee engagement profiles along with human capital data and analytics to create a far more enriched and practical learning experience for managers/practitioners. It’s also unique and cheap to deliver (and also effectively on-demand).

‘Game management’…

Mo

del

s St

rate

gie

s Im

ple

men

tati

on

Le

arn

ing

Contents

1. Engagement strategies

2. Engagement operating ‘system’ models and analytics templates

3. Question-statement selection and construct design

4. Measurement index construction, maintenance and reporting

5. Engagement Driver Factor (EDF) analysis

6. Engagement ‘forcefield’ analysis

7. EE project management methodology and flowcharts

8. Engagement ‘issue work-through’ tools

9. Management learning programme design and evaluative criteria

10. Engagement Transformation Programme (ETP) methodology

11. Core applied theory summary capsules

12. Human Capital Management framework

EE playbook 4

Game Management EE playbook example content

Management education,

assessment & reinforcement

100 day plan…

Performance/ productivity ‘holes’

People data

availability & quality

Employee survey

information & other

evaluations Management ‘positional mapping’

‘Game management’

100 Day plan (simplified)

EE PLAYBOOK

1. Performance/ productivity/ engagement ‘holes’

2. People data availability & quality

3. Employee survey information & other evaluations

4. Management ‘positional mapping’

5. Management education, assessment & reinforcement

6. ‘Game management’

5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

Little. Limited.

Mostly ephemeral in nature.

Exists in pockets with variation in line management.

Good working knowledge embedded across

organisation.

No definition in use. Most likely borrowed

without any real ownership, or ‘false’ ownership.

Maybe borrowed with internalisation or adapted after some organisational

focus.

Distributed ‘ownership’, whether borrowed, adapted

or created.

Limited to absenteeism metrics, employee surveys

seen as event driven if done.

Probably undertaking surveys but with no valid

construct; response rate/PR main focus.

Will do measurement basics, even to the extent of

engagement index etc. Tick box is main focus.

People management evaluation/measurement

seen as ‘core’ on a par with CRM , finance etc.

Probably in the form of basic training/management

courses.

Probably in the form of basic management courses. Most likely carry out some form of

branded programme.

Will have a number of actioning elements in place but not necessarily joined

up.

Will have necessary ‘toolkit’ to hand with ongoing programmes to suit organisation focus.

Does not exist.

May have something articulated on ‘strategies’.

Most likely collection of irrelevant case studies.

Playbook in the form of ‘manager manual’ or on-line knowledge-share. Still being

developed.

Easy access in different e-/physical formats at

different levels. Signals ‘embedded’ intent.

Will have varied mix of skilled people managers. Existing good performers

more through luck.

Will have varied mix of skilled people managers. Existing good performers

more through luck.

Will have varied mix of skilled people managers but level of competency higher than Play-Act organisations.

Cohort of well-trained people managers exists with

talent pools. Regular evaluation/reinforcement.

‘PLAY DOWN’ ‘PLAY ACT’ ‘PLAY SAFE’ ‘PLAY MAKE’

I Grounded understanding of employee engagement

II

III

IV

V

VI

Working definition of employee engagement

Measurement wisdom

Actioning Infrastructure

EE-Performance Playbook

Competent leadership/ management

The ‘4-ball’ Employee Engagement reality matrix

Pillar

52

NEGATIVE NEGATIVE NEUTRAL POSITIVE Overall value to organisation performance/competitive advantage

53

“For a successful technology, reality must take precedence over public relations, for nature cannot be fooled.

Richard Feynman, Appendix F on the Challenger Disaster Enquiry

Thus with respect to employee engagement:

“For a successful (human) technology, reality must take precedence over public relations, for (human) nature cannot be fooled.”

Something to ponder..

54

‘Get with the programme.’

‘Join them dots.’

‘Watch out for the tank traps.’

Three phrases we constantly use…

‘Think HR. Think Human

Capital.’ Tour 2013

THANK YOU.

‘Your mission should you choose to accept it…’

Nicholas J Higgins nicholas.higgins@valuentis.com VaLUENTiS Ltd, 2nd Floor, Berkeley Square House, Berkeley Square, London W1J 6BD HO: +44 (0)207 887 6108 M: +44 (0)7811 404713 www.valuentis.com www.ISHCM.com www.NicholasJHiggins.com www.HCglobal.blogspot.com

THE EE

PLAYBOOK

Line of sight

Work environment

Operating culture

Development

Reward (equity)

Performance link

What we bring…

Employee Engagement Solutions Evidenced based definition,

understanding and application

Measurement wisdom and expertise

On-line tools and analytics

Survey design expertise

Project management

expertise

Actioning strategies and

tactics

Frontline blended learning

‘License to manage’ programmes

Senior management feedback sessions

Global reach

‘Ten years of innovation…’

VaLUENTiS Ltd, 2nd Floor, Berkeley Square House, Berkeley Square, London W1J 6BD HO: +44 (0)207 887 6108/21 www.valuentis.com www.ISHCM.com

Management

Pathfinder®

Think Human Capital.

Professional Services www.valuentis.com

Smart. Smarter. Smartest...

‘PEOPLE SCIENCE®’

Organisation Intelligence

to improve organisation performance

• Human Capital Management Evaluation • Employee Engagement • Talent Management • Workforce Productivity & Performance • Predictive Analytics • HC Forensics & Risk • HR Function ROI Analysis • Organisation Measurement • Management Education • Organisation Strategy

SOLUTIONS

‘The leading human capital management specialists’

Think HR. Think Human Capital.™

Only one place to learn Human Capital Management. Being human is unique. Attaining an M Sc in HCM is even more so.

2nd Floor, Berkeley Square House, Berkeley Square, London W1J 6BD Tel: +44 (0)207 887 6121 Fax: +44 (0)207 887 6100 enquiries@ISHCM.com www.ISHCM.com

…+