A customer service centre, or call centre, is considered by many as a cost centre for the company with high turnover problems and a disengaged workforce. AMP views its customer service centre as a profi t enabler for the company, operating in a highly-engaged work environment.

This session will explore AMP’s approach to re-designing leadership communication, rewards and recognition, training and development - even the work processes themselves - to experience skyrocketing engagement results and business outcomes. Learn how managers are trained and coached to frame all messages around four key messages. Discover how to look at your organisation with a new mind-set and provide opportunities for the organisation and employees to thrive.

Once the employee engagement survey is complete, the really hard work has just begun. Organisations that make strides in their engagement levels demonstrate to employees that they are listening to their feedback and taking action.

In the midst of a major change program, the Child Support Agency (CSA) made this commitment, invested in their people, and is experiencing success.

This session will examine how the CSA is creating an engaged organisational climate by taking a fresh look at the survey process, the analysis of survey results, the detailed action planning process, and the communication of results – both the celebrations and the areas for improvement.

Four years ago the Sydney Harbour Foreshore Authority embarked on a dramatic transformation of its workforce. The Authority developed an organisational development strategy that acutely focused on growing its employees into leaders, created new two-way communication models, and acknowledged the interests and priorities of its largely Gen X and Gen Y employees.

This session will explore the Authority’s journey to reform its culture. Learn how their approach dramatically reduced turnover, improved engagement levels, and earned Hewitt Associates “Best Employer in the Public Sector” award in 2007.

In this session delegates will break into groups to discuss the aspect of
employee engagement that is most relevant for your organisation. This is a
chance to learn from your peers and also to share your engagement stories.

In today’s business climate, it’s common for organisations to face offshoring or merger activities that involve employees from dissimilar cultural backgrounds to work together. The effect of these varied cultures working together towards common business objectives is complex – and often underestimated.

When Infosys experienced a merger in January 2004 with a company from India, the cultural issues challenged their traditional notions of culture change, and required that they respond proactively towards building a cohesive workforce, capable of collaborating with colleagues that have different mindsets and standards.

This session will examines Infosys’ innovative approach to successfully bridging national cultures within their workforce, while increasing employee satisfaction, retention, and engagement levels.

Sean Fernando,

In 2000, ANZ recognised that in order to become a true high performance organisation, and to sustain their goals for performance, growth and employee engagement, they needed to embark on a long-term, cultural transformation journey.

Their program, called “Breakout”, is about cultural transformation from the “inside out” and is based on the principle that organisations don’t transform – people do.

This session will examine the ANZ approach to building and sustaining a culture of employee engagement and high performance.

For Melbourne Water, an engaged workforce is of critical importance when working to meet the challenges of the current drought, upcoming increases in their capital works program and predictions about the future effects of climate change.

This session will examine Melbourne Water’s successful efforts to improve engagement and build a more constructive culture. Learn about the “Organisational Culture Inventory” measurement tool, the use of local action plans, how to encourage responsibility and accountability in employees, and how the organisation partnered with a business school to develop a strategy based on education, relationships and experience.

Marg Burge, Senior HR Advisor, Melbourne Water