We believe we are making real progress using an innovative approach which relies on applied psychology and change management methods. When our Lean practitioners work with our clients to secure continuous improvement, their approach is underpinned by a strong philosophy of how to engage the employee.  We achieve this by introducing a new approach into the organisation - the Engagement Architect. The Architect is provided with a number of diagnostic interventions and engagement techniques from which our clients are able to see where their people are in terms of engagement and from that to create practical engagement through the care and growth of their people.  In essence, this gives their people self reliance to give them strength to feel safe in complex environments, available by finding inner resources and to find meaning in their work.
 
We do this through producing:

• Instruments of Purpose –to produce focus and energy, for example, rich media – using pictures and animations to articulate the formal statement of purpose in human terms; enhanced intranet, social networking – to give ongoing support for active and instant multi-way communication (e.g. Agora, Blogs, Wiki); active communications – ‘town-halls’, coaching and mentoring and anecdote circles. New practices that invigorate people in pursuit of the mission; alignment framework –coordinated goals, KPIs and management processes to coordinate and control progress towards mission;
• Instruments of People Policy – to institutionalise engagement, for example new principles for the management of people – re-writing the script for HRM to introduce a ‘care and growth model’ for the management of people so that every employee feels the organisation fully supports them in their roles; new programmes of learning and development – to equip all employees to take a positive role within an organisation that invests in employee engagement.  To give leaders the tools, techniques (including anecdote circles) and emotional intelligence to be effective engagers;
• Instruments of Practice – to establish capability, for example programme of organisational development – to overcome specific organisation design issues that prevent people from being productive in their work (e.g. span of control and Dunbar’s Number Analysis); capability management – establishing organisational support for continuing improvement so that every leader has the tools to make things better for their people and for the business (e.g. Skill Gap analysis and Plateau Planning).