Content about Employee engagement

January 23, 2013
The Importance of Measurement in Employee Engagement

Measurement of employee engagement is the first and most critical step in improving it. With this information in hand, managers are better equipped to empower employees by providing clear expectations and feedback that will allow them to succeed while improving customer service and overall company profitability.

By Alan E. Hall, Founder and Chairman, MarketStar (now a division of Omnicom)

Imagine half of your workforce going through the motions while looking for other employment. According to a recent Gallup study on employee engagement, approximately 54 percent of employees in the United States are not engaged in their organization (http://www.gallup.com/poll/150383/Majority-American-Workers-Not-Engaged-Jobs.aspx).

July 18, 2012
Soapbox: Employee Engagement—Why Care?

Organizations face daunting challenges and need to use every resource at their disposal to stay competitive. An engaged workforce that performs with energy, focus, and commitment is critical to organizational survival. Addressing the issues that drive engagement levels is a significant strategy to move from surviving to thriving.

By Ross Tartell, Ph.D.

Over the last decade, employee engagement has developed as a vital component of Human Resource strategy. But economic realities during the last few years have narrowed the focus of some companies to concerns about cash flow and sales, leaving employee engagement forgotten amid the imperative for economic survival. Stagnant growth and high unemployment characterized an environment that caused many employers to act as if employees were lucky to have a job and could easily be replaced if they didn’t produce.

February 20, 2012
The Main Drivers of Employee Engagement

There are two types of employee engagement—emotional commitment and rational commitment —with emotional commitment being four times more powerful than rational commitment in driving employee effort. Employees stay with their organizations when they believe it is in their self-interest (rational commitment). But they exert discretionary effort when they believe in the value of their job, their team, and their organization (emotional commitment).

By Dr. Mee-Yan Cheung-Judge, Founder of Quality & Equality Ltd., and Linda Holbeche, former Research and Policy Director, CIPD

January 25, 2012
Conference Highlight: RESPECT

Motivation is easy when you know what they want.

 

Training 2012 Conference & Expo speaker Dr. Jack Wiley explains how to give workers what they want.

Having researched workers for more than 30 years, we believe we know what they want. Not only that, we know that organizations that give workers what they want see higher levels of customer satisfaction and profits.

January 20, 2012
Performance Management: The New Rules

When people think about performance management (PM), what usually comes to mind is the formal HR system for conducting appraisals. More than 50 years of research have been devoted to designing the perfect formal PM system. Unfortunately, these attempts have failed to produce a PM system that managers and employees consistently view as working well and that yields the positive outcomes expected from PM. So here are three new rules of PM to help get back on track.

By Elaine D. Pulakos, President, and Rose Mueller-Hanson, Manager, Leadership and Organizational Consulting Group, PDRI, an SHL Company

October 20, 2011
A Lesson in Employee Engagement: Reestablish Trust

Almost three years after the onset of the worst economic downturn since the Great Depression, employees still harbor a deep distrust of company management. A new Maritz Poll conducted by Maritz Research found that despite a slight improvement in business conditions, the American workforce remains less engaged with their employers than they did one year ago.

By Rick Garlick, Ph.D., Senior Director,Strategic Consulting and Implementation,Maritz Hospitality Research Group

September 14, 2011
Vi Changes Its Workforce Culture with Learning Management

Thanks to its creative use of learning management technology, Vi—the owner and operator of older adult living communities—has enjoyed dramatic results: Online course use has grown more than 1,000 percent, learning costs have fallen by 28 percent, and the company has enjoyed a 5.5 percent increase in customer satisfaction.

By Michael Boese, Sr. Vice President, Taleo Corp.

Thanks to its creative use of learning management technology, Vi—the owner and operator of older adult living communities—has enjoyed dramatic results: Online course use has grown more than 1,000 percent, learning costs have fallen by 28 percent, and the company has enjoyed a 5.5 percent increase in customer satisfaction.

July 26, 2011
Managing and Maximizing Flex Work

State Street’s Flex Work Program has evolved from a disparate collection of employee-initiated arrangements into a proactive, manager-initiated program supported by an array of tools, technologies, and resources.

By Mike Scannell, SVP, and Maia Germain, VP, State Street

July 8, 2011
Effective Onboarding Leads to an Engaged Workforce

As soon as employees start a new job, the clock begins ticking. An effective onboarding program is essential to quickly bring new hires up to speed on an organization’s mission, policies, objectives, systems, and daily practices, as well as ensure they can be productive as soon as possible. Surprisingly, only 60 percent of employees believe their company’s orientation program for new employees is adequate, and only 63 percent believe their organization currently provides effective on-the-job training.

By Michael P. Savitt, PR/Communications Marketing Manager, HR Solutions, Inc.

June 24, 2011
New Rules of Engagement for Boomers and Echo Boomers

Boomers want something different from their employer than Echo Boomers. Fundamentally, Boomers want to feel as if there career to date has had value and that their experience and wisdom will be used moving forward. Echo Boomers may feel their journey is just beginning. They are making conscious comparisons in an effort to determine where to hitch their wagon moving forward; evaluating their position and its long-term value every day.

By Mike Ryan, Senior Vice President of Marketing and Client Strategy, Madison Performance Group

In these trying times, people are looking for more from their employer: career development opportunities, work-life balance, the chance to be part of an innovative company culture, and a firm that appreciates who they are and what they bring to the table—one that shares their “personal mission statements.”

June 23, 2011
The Emerging Field of Enterprise Engagement: Implications for Training

While it is has always been possible to implement the principles of engagement at the tactical levels of human resources and marketing, what is changing is the increasing number of CEOs committed to implementing engagement at the strategic level. That means engagement has the potential to drive considerable demand for training at multiple levels, starting at the top.

By Bruce Bolger, Managing Director, Enterprise Engagement Alliance       

May 24, 2011
Employees Pop the Question: Will You Engage Me?

Engagement surveys are effective tools for determining employees’ connection to the organization. But before implementing them, HR professionals first must determine what they want to measure and then create a survey that will get results. By focusing on the core issues facing the organization, company leaders can make sure that their Mr. and Mrs. Rights stay perpetually engaged to the organization.

By Elaine Varelas, Managing Partner, Camden Consulting Group

Wedding season is in full swing. Whether you are elbow-deep in puffy dresses, flowers, and invitations, or leisurely browsing the online registry at Crate and Barrel—most us are involved in someone’s nuptials this summer. While weddings launch the beginning of a couple’s married life, they also mark the end of another special point: the engagement.

April 6, 2011
The Return of Turnover—And How to Prevent It

Most organizations have been running very lean, and as the economy recovers, the disruption and lost capability of increased turnover will be even more difficult to manage. What can organizations can do to increase their ability to retain their best employees? Here are six prescriptions organizations can act on right now.

By Joseph Folkman, Ph.D., President and Co-Founder, Zenger Folkman

Before the recession, Zenger Folkman had an effective metric that predicted turnover: intention to leave. We would ask employees if they were thinking about quitting. The percentage of those who answered “yes” or “neutral” was highly correlated to turnover. About 50 percent of employees who thought about quitting actually would do so.

March 21, 2011
You Can’t Buy Commitment

The reality is that employee engagement is not about money, benefits, or things. Employee engagement is a mutual commitment between an employer and employee where the employer is helping to grow and develop its employees, and employees are helping the business or entity be successful. Here are some ideas to continue to engage employees during these challenging times.

By Bob Kelleher, Founder and CEO, The Employee Engagement Group

We all want to feel engaged, motivated and fulfilled in our jobs—it’s what keeps us satisfied and loyal to our employers. And employers need us to feel this way in order to drive retention, advocacy, productivity, and, ultimately, the bottom line.

But the statistics on the state of employee engagement are alarming: 

October 15, 2010
Connect with People: The Foundation for Employee Trust and Engagement
In a work environment where resources already are stretched thin, the importance of building productive work relationships becomes even more important to the strategic success of an organization. When leaders connect with people, by taking a keen interest in understanding the strengths and motivations of each team member, they strengthen relationships, build trust, and create an engaging work environment needed to help their team achieve peak performance.
By Kevin J. Sensenig, Ph.D., RODP, global vice president for Learning and Organizational Development, Dale Carnegie & Associates, Inc.
August 2, 2010
Want Engaged Customers? Then Engage Your Employees!

In today’s challenging economy, companies must deliver a compelling and differentiated customer experience if they are to survive and thrive. Indeed, most companies understand they need to actively engage their customers to build loyalty, deepen relationships, and gain access to insights that inspire future actions.

In today’s challenging economy, companies must deliver a compelling and differentiated customer experience if they are to survive and thrive. Indeed, most companies understand they need to actively engage their customers to build loyalty, deepen relationships, and gain access to insights that inspire future actions.

July 29, 2010
Lead Employee Engagement

As the economy begins to recover, companies are redoubling their efforts to engage their customers-to keep the ones they have and bring in new ones. To achieve these goals, however, employees first must be engaged-committed, enthusiastic, and motivated to provide the interactions and experiences that keep customers close. In fact, a 2009 Gallup study found that organizations that had employee engagement scores in the top quartile had 18 percent higher productivity and 16 percent higher profits. 

As the economy begins to recover, companies are redoubling their efforts to engage their customers-to keep the ones they have and bring in new ones. To achieve these goals, however, employees first must be engaged-committed, enthusiastic, and motivated to provide the interactions and experiences that keep customers close. In fact, a 2009 Gallup study found that organizations that had employee engagement scores in the top quartile had 18 percent higher productivity and 16 percent higher profits.