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Government picks independent to investigate growing employee ownership

David Woods, 10 Feb 2012

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Norman Lamb, the newly appointed business minister, has appointed Graeme Nuttall as the Government’s independent adviser on employee ownership.

The appointment follows the deputy prime minister Nick Clegg's announcement in January of a new Government drive to introduce the concept of employee ownership into the mainstream British economy.

Norman Lamb is leading the cross-Whitehall work to investigate how Government can support this growing business model, which has seen the number of employee owned companies grow by 25% in two years, from 200 in 2009 to 250 in 2011.

Evidence suggests that employee-ownership models can make a real difference to staff engagement, which in turn generates innovation, increased productivity, lower absenteeism, better industrial relations and improved business performance.

Nuttall, a partner at law firm Field Fisher Waterhouse with extensive experience in this field, will work with Government to identify the barriers to employee ownership and help find the solutions to knock them down. He will make his final recommendations to Government in a report presented to Norman Lamb in the summer.

Lamb said: "I am delighted that Graeme has agreed to act as the Government's adviser on employee share ownership. His knowledge and expertise in this area will be invaluable in supporting me in this important work.

"I look forward to receiving his advice on how we can make it easier for businesses to adopt employee share ownership models, which I believe have the potential to change corporate culture and stimulate a new era of responsible capitalism and sustainable economic growth."

Nuttall added:"This is a great opportunity to give employee ownership business models the prominence they deserve, and to do so on a lasting basis for the benefit of the British economy."

The Department for Business, Innovation and Skills is now seeking views from employee owned businesses and other stakeholders, for discussion with Nuttall, on:

Specific regulatory barriers or other disincentives to employee ownership * Whether more can be done to raise awareness of employee ownership as a business model * Appropriate incentives to facilitate employee ownership * The most efficient way of becoming employee-owned

Nuttall belonged to the HM Treasury Employee Ownership Advisory Group that helped develop the HM Revenue and Customs approved share incentive plan and enterprise management incentives arrangement. He drafted the Employee Share Schemes Bill, a successful Private Member's Bill. He has developed employee ownership laws abroad and is legal adviser to Employee Ownership Association (formerly Job Ownership Limited). He advises many leading UK employee owned companies. His broad ranging experience also includes helping achieve charity registration for the General Medical Council.

Nuttall's role is advisory, part-time and unpaid and will initially run for three months.

 

 

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Share Ownership Does Not Change The Way People Feel About What They Do.

Peter A Hunter 10 Feb 2012

I hope that we are not confusing Share Ownership with what was called Employee Ownership. Employee Ownership is what used to be called Empowerment, when nobody could figure out how to make that work it changed to Ownership, and when nobody could make that work it became Engagement. Employee Share Ownership is a red herring that was created to try to capture the feeling that a business owner has that allows him to work all the hours God sends to create a product that he is proud to deliver. This feeling, described as Ownership, is what makes a business owner put in the effort that he does, because he is working for himself. It is therefore an appealing idea that if we could create that same feeling within our employees they will put in the same effort as the business owner. The concept is that if each employee works as if they own the business then productivity will increase massively. This is true, Covey reports performance improvements up to 300% for an Engaged workforce, others much higher. But Ownership/Engagement is not the result of passing bits of paper around. Ask anyone who works for the John Lewis Partnership. The thing that changes the way that employees feel about what they do is not whether they own shares or not it is the way that they are treated by their managers every day. If their manager does not respect or value them then no amount of shares in their back pocket will make a halfpenny worth of difference to the way they feel at the end of their working day. It is the way that people feel that decides whether they will give their discretionary effort or not. We can’t buy discretionary effort by pretending that our employees own the company. Peter A Hunter www.BreakingtheMould.Co.UK

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