Leaders Views on Workplace Engagement

Remember blue-sky thinking and dolphinism? Executives found themselves in the Dinosaur camp if they didn’t host brainstorms and give way to innovation, but soon innovation gave way to inertia; before too much time had passed, along came the Low-hanging Fruit; pour foodie Fridays into the mix with a newsletter and a summer fete and when that didn’t elevate performance maybe toolbox meetings would? But no, they're relegated to once a month now and if anyone doesn’t air grievances there, show-downs will ensue. 

So sailed the merry ship Dysfunction into the workplace scenario, built in dynasties raised on the back of the slave trade. Overseer methodology was the only way to go back then and back then was normality until - 100+ years later - a surge of humanitarianism swept the workplace. 

Briefly its tide held, before the tsunami of SixSigma and Lean - process-driven data-led mechanisms that did nothing for the human spirit but deaden enthusiasm among those without black belts. Continuous improvement nevertheless spluttered into life. 

At the turn of the Millennium I delivered a seminal programme to Corus Steel in Corby based on quantum mechanics and human behaviour. “If you can do anything with the Slitting Plant, Kathy, you can do anything,” said the HR manager who took me on. He didn't care what it was - there was a ray of hope.

Along with unprecedented upturns in productivity and efficiency, they broke a performance record three years later with 1,000 Days No Lost Time Injuries. That’s not an uncommon figure for many places today, but we’re talking about a plant that was cold-shouldered a long time ago, angrily functioning with gritted teeth, who turned their workplace around through learning and choice from a no-win situation. 

This summer I asked several industry leaders what they made of the engagement situation today. Some didn’t reply, two wrote back declining to comment, one explained his reason for not being able to answer the questions as being too pessimistic about outcomes, and one answered all four questions with evident consideration.

Stephen Morley is happy for me to quote his answers; he chairs the Confederation of British Metalformers. 

How far have we come? 

“The progress made in people-centric development throughout my career has been transformational, far beyond what I could have imagined when I first entered the industry. Employee engagement, wellbeing, workplace culture and personal development are now discussed at board level in a way that simply wasn’t the case years ago. I believe this progress can be measured in a number of ways, but employee satisfaction and retention are probably the clearest indicators. Businesses that invest in their people generally see improvements in productivity, loyalty and overall performance.

There is now a much greater awareness of the importance of supporting employees both professionally and personally. That said, maintaining balance is critical. While the focus on employee wellbeing is undoubtedly positive, there are instances where the balance can shift too far in one direction. The challenge for businesses is to create environments that support and engage employees while also maintaining accountability, performance and commercial competitiveness. Achieving that balance is where long-term success lies.” 

Certainly Stephen is amenable to the prospect of a bright future for engineering, despite hard setbacks. In conversation he thought the pressures on the industrial sector had been too great from too many quarters to be withstood at one time, and that rebuilding would require a lot more collaboration than was currently seen to be the case. 

What are the priorities now?  

“This is a very important question. While much attention is given to AI and emerging technologies, I believe the biggest challenges facing British industry today are not technological, they are political and economic. For many manufacturers, the priority must be restoring competitiveness. Energy costs remain significantly higher than those faced by many international competitors, making it increasingly difficult for UK businesses to compete, not only globally but even within Europe. A serious review of energy policy is needed to ensure industry is not carrying costs that put investment, growth and jobs at risk. Employment costs have also risen dramatically in recent years. While fair pay is essential, there needs to be a period of stability that allows businesses to plan, invest and continue creating opportunities, particularly for younger people entering the workforce. Incentives that encourage recruitment, skills development and apprenticeships would be far more beneficial than continually increasing costs for employers. 

Alongside these issues, our sector faces numerous additional pressures, including steel safeguarding measures, CBAM, Rules of Origin requirements and increasing “Made in Europe” preferences. Individually these may seem manageable, but collectively they add significant cost and complexity to doing business. So where does the shop floor fit into the equation? Unfortunately, I believe it has slipped down the list of priorities—not because employers don’t value it, but because businesses are increasingly focused on managing rising costs, regulatory burdens and compliance requirements. Government policy has placed enormous pressure on industry through higher taxation, rising employment costs and expanding employment legislation. As a result, resources that could otherwise be invested in people, training and operational improvements are diverted elsewhere."

The shop floor slipping down the priority list seems to me a continuation of long-held tradition, where technology and upgrades take precedence over budgets because their impact can be immediately measured and often predicted. While the data-drive is not so easy to marker with people-centric investment, it is far from impossible to measure improvement physically and fiscally. 

Critical as it is to advance culture in tandem with (and preferably ahead of) new innovations, concentration of resources really needs to be logically addressed, for sustainable excellence comes not from dictatorship, but from collaboration; that sweet factor can only materialise where people trust each other to listen and be heard.

Where is the trend heading? (Mental health and workplace welfare)

“Mental health is now one of the most important social issues facing society, not just the workplace. There is clearly more that needs to be done, but I believe many businesses have recognised this and are taking meaningful action by providing greater support, better awareness and improved access to wellbeing resources.

When it comes to workplace welfare more broadly, I believe it has ever been better. Many companies should be proud of the progress they have made and the investment they have put into creating safer, healthier and more supportive working environments.

The engineering and manufacturing sector is certainly capable of meeting these expectations. However, there also needs to be clear guidance and balance to ensure both employees and employers are protected. Mental health and wellbeing are complex issues and can be difficult to navigate, but what is undeniable is that we are in a far better position today than we were a generation ago.”

Stephen’s appraisal of these trends reflects the adaptability needed in keeping up with the demands of an evolving social paradigm. He knows that most engineers are raised in the field, often with generations before them, and change is hard-met.

What could engineering and manufacturing look like in 10 years if this uplift is achieved successfully?

“If the sector continues to improve workplace engagement, wellbeing and employee development, engineering and manufacturing could become more attractive career choices than they are today. We could see higher retention rates, stronger productivity, improved skills development and a workforce that feels genuinely valued and engaged.

However, the greatest threat to achieving this vision is not a lack of commitment from businesses. In my view, industry has demonstrated a willingness to invest in its people and improve workplace culture. The challenge is ensuring businesses remain financially viable enough to continue making those investments.

Over the last 18 months, companies have faced increasing costs and growing regulatory pressures that have removed significant amounts of capital from businesses. Unless greater emphasis is placed on supporting industrial competitiveness, there is a risk that companies will have fewer resources available for investment, growth and workforce development.

If the right balance can be found between supporting employees and creating a competitive environment for business, the sector could be stronger, more productive and a far more attractive place to work over the next decade.”

My beliefs echo Stephen's; the potential is there and if its promise seems hollow, in reality it's as deep as you make it. Advancement is what everyone wants - that's just the way it is, and given the chance, everyone will reach for it. 

For a genuine conversation on workplace engagement, get in touch with

kathy@worldlinetraining.com