When was the mcleod report published

In this blog we look at how to help remove the stigma and get people talking about the menopause at work. Acas policy adviser Simone Cheng talks about 3 ways employers can make flexible working open to everyone.

Acas Chief Executive Susan Clews discusses the expected growth in hybrid working when people return to work after the pandemic. For more information about Acas research, email research acas. For more information or to sign up for updates about Acas publications, email workplacepolicy acas.

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Breadcrumbs Home. Workplace conflict Types of conflict in the workplace, what causes it, and how it can best be prevented and resolved. Productivity and management How to provide good quality work, including managing the impact of coronavirus and building better working conditions. Diversity and inclusion Good practice on equality issues, from sexual harassment to managing older workers, dress codes and neurodiversity. Poor management skills in dealing with people lie behind many of the factors of disengagement.

As more than one person reminded us: people join organisations — but they leave managers. This is at least relatively simple to do of course. Encouraging companies to shift from command and control to a more listening focused style of leadership is much harder to do, but this is where the real prize lies. And this is also the main opportunity for HR. But the HR profession and HR practitioners have a vital role to play.

They may not be responsible for engaging individual employees, but they should ensure that leaders and motivated and capable of doing this for themselves.

And they may also find the following of help:. A well put-together piece Jon. And a topic that many of us are totally fascinated by. But why is the government spending taxpayers' money on this?

Surely there is an abundance of provision in this field already. I welcome the MacLoed report, and its recommendations that government start a national conversation about the benefits of engagement. I'm not convinced that there is a full understanding of the benefits of engagement in boardrooms, or a willingness to invest the time and effort to create an engaged workforce.

The more compelling evidence which is put in the hands of senior decision making executives who are responsible for revenue and profit growth, the better.

The reality however is that many executives look for a quick fix to drive productivity and profitability perhaps in a new software system, a new marketing campaign, or a new incentive package , but often fail to make the real decision which is needed, which is to take the time and money to invest in, and engage with their own staff. Perhaps the MacLoed report will change this. Jon Your thoughts echo my own - I've just posted on the topic.

I'm also at one with Nick's comment that the expenditure of public money on a topic which has almost been done to death is questionable. See my earlier post on my blog on better work done for much less money. I couldn't agree more with your analysis. I believe the problem with today's organization is one of leadership were managers don't necessarily get their employees to feel appreciated, motivated, engaged and most importantly part of the organization.

The resulting output from a motivated employee who feels engaged is much higher than an employee who is only working for a paycheck. I have seen it time and time again, that employees that work strictly for the sake of a paycheck, will usually do the minimum requirement for their job; whereas, a motivated employee who feels appreciated would most often go the extra mile.

I also agree that many employees are not necessarily leaving their job but their managers. Organizations could immensely benefit by training and better educating their managers. Please add your comment here email me your comments if you have trouble and I will put them up for you.

Get my quarterly newsletter Subscribe here Email Address. The way employee engagement operates can take many forms — that is one of the most fascinating aspects of the topic — and the best models are those which have been custom-developed for the institution. As everyone knows, John Lewis Partnership is a company owned by its employees — but the company is clear that its model of shop-floor voice and engagement, which is such a critical factor in its continued success, is not simply a function of its ownership structure, but stems from a profound belief, first articulated by its founder, that people working in the business are central to its success.

Individual employees in companies with strong engagement strategies described to us how their working lives have been transformed for the better. Company accounts that show the workforce as a cost on the balance sheet, alongside capital depreciation, encourage a boardroom mindset which ignores the people factors. Within the public sector there is a growing understanding of the importance of engagement as a medium for driving the performance and well-being of public servants.

This is reflected in the decision of the Civil Service to carry out its first service-wide survey of employee engagement later this year; it is expected to be one of the largest single surveys of its kind ever carried out in the UK, covering some , civil servants.

We hope this report will set out a compelling case to encourage more companies and organisations to adopt engagement approaches. We believe the evidence we cite of a positive correlation between an engaged workforce and improving performance is convincing. We have also set out to demystify engagement by defining what it is and what it can do for organisations and individuals. We look at the crucial role of leadership, of so-called soft skills, the role of line managers, the importance of employee voice and the positive role trade unions and employee representatives can play.

We are delighted that so many of the leading business figures we have spoken to in the course of this review have agreed to join a national high level sponsor group to promote a real discussion, should the Secretary of State accept our recommendations. Engagement is about establishing mutual respect in the workplace for what people can do and be , given the right context, which serves us all, as individual employees, as companies and organisations and as consumers of public services.

It is our firm belief that it can be a triple win: for the individual at work, the enterprise or service, and for the country as a whole. During this review we have heard from hundreds of people with fascinating and often inspirational stories to tell.