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“An organization does not succeed because it is
    big or long established; it succeeds because
there are people in it who love it, sleep it, dream
       it, and build future plans for it.” (unknown)
Donna A. Dickson
  President and COO, WorkSmart Learning
  Systems Inc.
     Full service consulting company, supporting
     performance improvement initiatives in
     global companies of all types and sizes
     Headquartered in the U.S. with partners in
     South Africa and Australia

  Assistant Professor and Program Chair
    Rochester Institute of Technology, M.S. in
    Human Resource Development
RIT’s M.S. in Human Resource
Development will be offered in Croatia,
beginning January 2009, in partnership with
our Croatian entity, ACMT
Managers and HR professionals with three
years of experience and a bachelor’s degree
equivalence of education are invited to
participate
Students complete nine courses, each of
which is five days in length
An organization’s ultimate success does not
rely on the executives’ understanding of
finance or marketing, but instead relies on an
understanding of how each employee
connects with the company and its customers
                               (Hayes, 2007:64)
Effective development and utilization of
human capital1 has become just as critical to
an organization’s successful delivery of
services as state-of-the
                     the-art technology




1 Human capital refers to the intangible value of your
   employees’ knowledge, skills, and experience
Organizations need:
   the right people
   with the right competencies
   at the right time
in conjunction with the right systems and
technology
Employees are usually the single largest cost
in an organization

This has traditionally led to mindset of
managing employees as costs
versus
maximizing employees as assets
The way senior leaders think about employees
is changing, in part because of trends like:
   Shift from a product and service to a
   knowledge economy
   Evolution of management practices from
                  anagement
   command and control to collaboration
   Transition of marketplace from local or
   regional to global
As senior leaders recognize that to compete in
today' global marketplace they must
       s
creatively utilize all of their assets, they are
looking for ways to:
   Find the best employees
   Retain the most valuable employees
   Get the highest levels of productivity from all
   of their employees
Employee satisfaction is often characterized as a
feeling of gratification and contentment
Studies have shown the positive correlations
between employee satisfaction and customer
satisfaction, and the bottom line (profits)
One study of organizations selected by Fortune
magazine as the “Best Companies to Work for in
America” found their stocks outperformed
industry-matched benchmarks
         matched
The author of the study concluded that employee
satisfaction drives corporate performance
                                  (Renk, 2007)
Figure 1: Service Profit Chain (Heskett et al, 1994)



  Internal                                             External
                 Employee                                                               Customer
                                   Employee                         Customer
                                                                                                    Profit
  Service                                              Service
                Satisfaction                                                            Retention
                                   Retention                       Satisfaction
   Quality                                             Quality


                                       From: “Achieving Breakthrough Service
                                              Achieving               Service”
                                       Ref. “The Service
                                             The Service-Driven Service Company”
                                       Sept/Oct 1991 Harvard Business Review
                                       Source: Harvard Business School Training Video
In today’s multi-generational, global workplaces,
                 generational,
employee satisfaction initiatives alone are not
enough to attract or retain the best and the
brightest employees
Consider a typical employee satisfaction
initiative, the company gathering
      Baby Boomers appreciate a strong sense
      of community at work
      Generation Xers would prefer more time to
      spend with their families
      Generation Ys prefer to work remotely, so
      are not interested in company
                            company-based
      events
As senior leaders recognize that to compete in
today' global marketplace they must
      s
creatively utilize all of their assets, they are
looking for ways to:
   Find the best employees
   Retain the most valuable employees
   Get the highest levels of productivity
   from all of their employees
“<Companies> are realizing that they’ve wrung
the rag of operational productivity almost dry,”
says business consultant and author Rick Smith
                                 (Bates 2005:47)
Increased use of technology, process
improvements, and programs like Six Sigma
have enhanced employee productivity but the
next frontier is employee engagement
Employee engagement is characterized as a
feeling of commitment, passion and energy,
which translates to:
  High levels of effort
  Persistence with even the most difficult tasks
  Exceeding expectations
  Taking initiative
From lower turnover rates to higher productivity,
the engaged employee is a valuable business
asset
Karl Fischer, regional VP, HR for Marriott
International reported that higher employee
engagement at Marriott means:
  12% higher revenue per compensation dollar
  9% higher house profit margin
  9% of guests are less likely to have problems
  11% of guests are more likely to return
   (AH&LA Human Resources Committee, 2007)
Results of efforts to engage employees at
Molson Coors Brewing Company:
      Average cost of a safety incident for
      engaged employees was $63USD as
      compared to $392USD for disengaged
      employees
      Engaged employees were five times less
      likely to have a lost
                        lost-time safety incident
                                (Lockwood, 2007)
Engaged Employees                  Disengaged Employees


                                                               24%


41%                                                Intend to Stay



                                59%
               Intend to Stay

                                       76%




                                      (O’Neal and Gebauer, 2006)
The cost associated with replacing the average
employee is 100% to 200% of that employee’s
salary
                                   (Renk, 2007)
Engaged employees report the reason they
intend to stay with their employer is for what they
can give to that employer
Disengaged employees report the reason they
intend to stay with their employer is for what they
can get
                          (BlessingWhite, 2008:1)
25%         25%




             50%




                         (Bates, 2004)
U.S.
23%           22%




                       55%




Ireland and the U.K.
                               (BlessingWhite, 2008)
Copyright Towers Perrin, 2005.


                  Highly   Moderately
                Engaged     Engaged     Disengaged

Mexico          40%         51%          9%
Brazil           31          62           7
U.S.             21          63           16

Belgium          18          67           15

Canada           17          66           17
Germany          15          70           15

Ireland          15          70           15
U.K.             12          65           23

Spain            11          64           25

Korea            9           71           20
France           9           68           23
China            8           67           25

Netherlands      8           73           19

Italy            7           64           29

India            7           37           56

Japan            2           57           41
It is important to note that employees who are
disengaged say they want to go “above and
beyond” and help the company succeed
This desire to drive company success is based
on our powerful and basic human need to
connect with and contribute to something
significant
                                (Bates, 2004:46)
“Work is about a search for daily meaning as well
as daily bread, for recognition as well as cash,
for astonishment rather than torpor; in short, for
a sort of life, rather than a Monday
                              Monday-to-Friday sort
of dying.”
                                 (Terkel, 1997:XI)
!       quot;

A Watson Wyatt survey of 14,000 employees
throughout Europe indicates that providing
employees with a clear “line of sight” (alignment
between role and strategy) leads to a more
engaged and productive workforce
                                   (Paton, 2007)
!       quot;

Watson Wyatt’s study showed that other key
drivers of employee engagement are:
     Employer communication
     A focus on serving the customer
     Performance management
Of interest is the fact that pay and rewards was
at the bottom of the list
                                   (Paton, 2007)
!       quot;

It is important to be aware of how regional and
cultural differences as well as unique workforce
characteristics influence employee engagement



            Factors Activity
!           quot;

                    Factors             Country

1. Personal job fulfillment

2. Company leadership

3. Quality and customer focus



1. Sense of personal accomplishment

2. Paid fairly, given job performance

3. Comparable benefits to industry
!           quot;

                    Factors                        Country

1. Confident they will achieve career objectives

2. Sense of personal accomplishment

3. Confident organization will be successful



1. Sense of personal accomplishment

2. Senior management leadership

3. Training and development opportunities
!                      quot;

Copyright Towers Perrin, 2005.

Top Five Drivers of Engagement Globally                                             Overall   U.S.   U.K.   Mexico   China
Opportunities to learn and develop new skills                                         1        –      –       –       –
Improved my skills and capabilities over the last year                                2        2      2       1       1

Reputation of organization as a good employer                                         3        3      3       4       –

Input into decision-making in my department                                           4        –      4       3       4

Organization focuses on customer satisfaction                                         5        –      –       –       –

Senior management interest in employee well–being                                     –        1      1       –       –

Appropriate amount of decision-making authority to do my job well                     –        4      –       5       –

Salary criteria are fair and consistent                                               –        5      –       –       5
In combination with government programs, benefit programs generally meet my needs     –        –      5       –       –

Organization effectively maintains staffing levels                                    –        –      –       2       –

Senior management’s actions are consistent with our values                            –        –      –       –       2
Good collaboration across units                                                       –        –      –       –       3
!

According to research done by DDI,
organizations build a highly engaged culture
when they find ways to unleash the talent and
energy of employees at every level of the
organization, while keeping them focused in
a common direction
                  (Rogers and Ferketish, 2007)
!

SHRM’s recent article, Leveraging Employee
Engagement for Competitive Advantage: HR’s
Strategic Role, states the key to fostering
              ,
employee engagement is helping each
employee understand how his/her job
contributes to the company’s success
                            (Lockwood, 2007)
!

The State of Employee Engagement 2008 2008,
reports that U.S. best practices in employee
engagement include:
     Equipping managers
     Aligning employees with strategy
     Providing development opportunities
                         (BlessingWhite, 2008)
!

According to professor and consultant Dr.
Theresa Welbourne, U.S.
                     U.S.-based organizations
most successful at fostering employee
engagement:
      Encourage managers to “own”
      engagement
      Reduce or eliminate barriers to
      productivity
                             (Welbourne, 2003)
Cognitive (thinking):
                           Understanding of the
Cognitive      Affective   goals and values of
                           company
                           Affective (feeling):
                           Sense of belonging,
                           pride, attachment to
                           company
                           Behavioral (acting):
                           Willing to work hard
      Behavioral
                           and desire to stay with
                           company: engagement
                                        (ISR 2007)
#
Cognitive (thinking)
   Provide employees with a clear
   understanding of the goals and values of
   company
   Make they know how their job helps the
   company achieve its goals (line of sight)
#
Cognitive (thinking)

  Gallup’s employee engagement survey (Q12)
  includes an item which measure the degree to
  which employees know what is expected of
  them at work (cognitive component of
  engagement model)
#
Cognitive (thinking)

  The Gallup Q12 Index
1. Do you know what is expected of you at work?
2. Do you have the materials and equipment to do
   your work right?
3. At work, do you have the opportunity to do what
   you do best every day?
4. In the last seven days, have you received
   recognition or praise for doing good work?
5. Does your supervisor, or someone at work, seem
   to care about you as a person?
6. Is there someone at work who encourages your
   development?
#
Cognitive (thinking)

  The Gallup Q12 Index
7. At work, do your opinions seem to count?
8. Does the mission/purpose of your company make
   you feel your job is important?
9. Are your associates (fellow employees) committed
   to doing quality work?
10.Do you have a best friend at work?
11.In the last six months, has someone at work
   talked to you about your progress?
12.In the last year, have you had opportunities to
   learn and grow?
#
Cognitive (thinking)

 Employee Orientation Activity
#
Cognitive (thinking)

  A hotel in Dallas, Texas achieved a
  remarkable turnaround by focusing on this
  aspect of employee engagement (line of sight)

  In less than 18 months, employee
  engagement, inspection scores, and
  profitability increased after they helped staff
  link their activities to primary business goals
                                      (Wagner, 2005)
#

Affective: (feeling)
     Provide employees with a sense of
     belonging, pride, and attachment to
     company
        Focus on the company brand and
        highlight company accomplishments
#

Affective: (feeling)
  Stefan Thau, London Business School, found
  employees who have a sense of belonging
  behave with higher levels of cooperation and
  teamwork than employees who do not

  A lack of belonging increases the likelihood of
  isolation, leading to reduced productivity and
  eventually to turnover
                                 (Thau et al, 2007)
#

Affective: (feeling)
  Interbrand, a UK-based international branding
                     based
  consultancy, did a study on employee pride and
  found organizations that focus on producing the
  best products/services, set high standards for
  quality, make customers a priority, and treat
  employees respectfully are most likely to
  stimulate a sense of pride among employees

                              (Interbrand 2007:9)
#

Affective: (feeling)
  We are often so focused on making sure new
  employees understand the tasks they were
  hired to perform that we forget to teach other
  important things like which behaviors are in
  support of the brand promise

  Explaining information such as this has a
  positive impact on new employee productivity
  and morale
                                      (Lawton, 2007)
#

Match the company to its brand image
       Company                         Brand

      McDonald’s              A. Operational Excellence




      Apple                   B. Customer Intimacy




      Celebrity Cruise Line   C. Product Innovation
#

Match the company to its brand image
       Company                         Brand

      McDonald’s              A. Operational Excellence




      Apple                   B. Customer Intimacy




      Celebrity Cruise Line   C. Product Innovation
#

Affective: (feeling)
  Provide learning activities in the orientation
  program that tell employees:
     What the brand strategy is and how they
     deliver can on the brand promise
     How each of the units in the company
     interact to ensure the desired level of service
     is provided so that customer is satisfied

                                       (Lawton, 2007)
#

Affective: (feeling)
Hire the right people
     Recruit and prescreen for behaviors
     associated with your values and brand
     Use your brand to attract “right fit” people
Do exit interviews
    Uncover the root causes for disengagement
#

While HR practitioners can create tools and
implement new practices to increase employee
engagement, managers, given the nature of
their role, are in a position to directly effect
engagement

Therefore, we must also focus on equipping
managers to foster engagement
$



    Manager’s Learning Activity
$
#

Efforts to engage employees are likely to
result in measurable improvements to the
bottom line
#

Devoting time and energy to acquaint new
employees with company goals, the brand
strategy, and ways in which their role directly
supports business success will:
   Focus them in a common direction
   Increase motivation in their daily efforts
#

Educating managers and providing them with
simple tools will help to increase employee
engagement
%   &

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Donna Dickson on Employee Engagement

  • 1. “An organization does not succeed because it is big or long established; it succeeds because there are people in it who love it, sleep it, dream it, and build future plans for it.” (unknown)
  • 2. Donna A. Dickson President and COO, WorkSmart Learning Systems Inc. Full service consulting company, supporting performance improvement initiatives in global companies of all types and sizes Headquartered in the U.S. with partners in South Africa and Australia Assistant Professor and Program Chair Rochester Institute of Technology, M.S. in Human Resource Development
  • 3. RIT’s M.S. in Human Resource Development will be offered in Croatia, beginning January 2009, in partnership with our Croatian entity, ACMT Managers and HR professionals with three years of experience and a bachelor’s degree equivalence of education are invited to participate Students complete nine courses, each of which is five days in length
  • 4. An organization’s ultimate success does not rely on the executives’ understanding of finance or marketing, but instead relies on an understanding of how each employee connects with the company and its customers (Hayes, 2007:64)
  • 5. Effective development and utilization of human capital1 has become just as critical to an organization’s successful delivery of services as state-of-the the-art technology 1 Human capital refers to the intangible value of your employees’ knowledge, skills, and experience
  • 6. Organizations need: the right people with the right competencies at the right time in conjunction with the right systems and technology
  • 7. Employees are usually the single largest cost in an organization This has traditionally led to mindset of managing employees as costs versus maximizing employees as assets
  • 8. The way senior leaders think about employees is changing, in part because of trends like: Shift from a product and service to a knowledge economy Evolution of management practices from anagement command and control to collaboration Transition of marketplace from local or regional to global
  • 9. As senior leaders recognize that to compete in today' global marketplace they must s creatively utilize all of their assets, they are looking for ways to: Find the best employees Retain the most valuable employees Get the highest levels of productivity from all of their employees
  • 10. Employee satisfaction is often characterized as a feeling of gratification and contentment Studies have shown the positive correlations between employee satisfaction and customer satisfaction, and the bottom line (profits)
  • 11. One study of organizations selected by Fortune magazine as the “Best Companies to Work for in America” found their stocks outperformed industry-matched benchmarks matched The author of the study concluded that employee satisfaction drives corporate performance (Renk, 2007)
  • 12. Figure 1: Service Profit Chain (Heskett et al, 1994) Internal External Employee Customer Employee Customer Profit Service Service Satisfaction Retention Retention Satisfaction Quality Quality From: “Achieving Breakthrough Service Achieving Service” Ref. “The Service The Service-Driven Service Company” Sept/Oct 1991 Harvard Business Review Source: Harvard Business School Training Video
  • 13. In today’s multi-generational, global workplaces, generational, employee satisfaction initiatives alone are not enough to attract or retain the best and the brightest employees
  • 14. Consider a typical employee satisfaction initiative, the company gathering Baby Boomers appreciate a strong sense of community at work Generation Xers would prefer more time to spend with their families Generation Ys prefer to work remotely, so are not interested in company company-based events
  • 15. As senior leaders recognize that to compete in today' global marketplace they must s creatively utilize all of their assets, they are looking for ways to: Find the best employees Retain the most valuable employees Get the highest levels of productivity from all of their employees
  • 16. “<Companies> are realizing that they’ve wrung the rag of operational productivity almost dry,” says business consultant and author Rick Smith (Bates 2005:47) Increased use of technology, process improvements, and programs like Six Sigma have enhanced employee productivity but the next frontier is employee engagement
  • 17. Employee engagement is characterized as a feeling of commitment, passion and energy, which translates to: High levels of effort Persistence with even the most difficult tasks Exceeding expectations Taking initiative
  • 18. From lower turnover rates to higher productivity, the engaged employee is a valuable business asset
  • 19. Karl Fischer, regional VP, HR for Marriott International reported that higher employee engagement at Marriott means: 12% higher revenue per compensation dollar 9% higher house profit margin 9% of guests are less likely to have problems 11% of guests are more likely to return (AH&LA Human Resources Committee, 2007)
  • 20. Results of efforts to engage employees at Molson Coors Brewing Company: Average cost of a safety incident for engaged employees was $63USD as compared to $392USD for disengaged employees Engaged employees were five times less likely to have a lost lost-time safety incident (Lockwood, 2007)
  • 21. Engaged Employees Disengaged Employees 24% 41% Intend to Stay 59% Intend to Stay 76% (O’Neal and Gebauer, 2006)
  • 22. The cost associated with replacing the average employee is 100% to 200% of that employee’s salary (Renk, 2007)
  • 23. Engaged employees report the reason they intend to stay with their employer is for what they can give to that employer Disengaged employees report the reason they intend to stay with their employer is for what they can get (BlessingWhite, 2008:1)
  • 24. 25% 25% 50% (Bates, 2004) U.S.
  • 25. 23% 22% 55% Ireland and the U.K. (BlessingWhite, 2008)
  • 26. Copyright Towers Perrin, 2005. Highly Moderately Engaged Engaged Disengaged Mexico 40% 51% 9% Brazil 31 62 7 U.S. 21 63 16 Belgium 18 67 15 Canada 17 66 17 Germany 15 70 15 Ireland 15 70 15 U.K. 12 65 23 Spain 11 64 25 Korea 9 71 20 France 9 68 23 China 8 67 25 Netherlands 8 73 19 Italy 7 64 29 India 7 37 56 Japan 2 57 41
  • 27. It is important to note that employees who are disengaged say they want to go “above and beyond” and help the company succeed This desire to drive company success is based on our powerful and basic human need to connect with and contribute to something significant (Bates, 2004:46)
  • 28. “Work is about a search for daily meaning as well as daily bread, for recognition as well as cash, for astonishment rather than torpor; in short, for a sort of life, rather than a Monday Monday-to-Friday sort of dying.” (Terkel, 1997:XI)
  • 29. ! quot; A Watson Wyatt survey of 14,000 employees throughout Europe indicates that providing employees with a clear “line of sight” (alignment between role and strategy) leads to a more engaged and productive workforce (Paton, 2007)
  • 30. ! quot; Watson Wyatt’s study showed that other key drivers of employee engagement are: Employer communication A focus on serving the customer Performance management Of interest is the fact that pay and rewards was at the bottom of the list (Paton, 2007)
  • 31. ! quot; It is important to be aware of how regional and cultural differences as well as unique workforce characteristics influence employee engagement Factors Activity
  • 32. ! quot; Factors Country 1. Personal job fulfillment 2. Company leadership 3. Quality and customer focus 1. Sense of personal accomplishment 2. Paid fairly, given job performance 3. Comparable benefits to industry
  • 33. ! quot; Factors Country 1. Confident they will achieve career objectives 2. Sense of personal accomplishment 3. Confident organization will be successful 1. Sense of personal accomplishment 2. Senior management leadership 3. Training and development opportunities
  • 34. ! quot; Copyright Towers Perrin, 2005. Top Five Drivers of Engagement Globally Overall U.S. U.K. Mexico China Opportunities to learn and develop new skills 1 – – – – Improved my skills and capabilities over the last year 2 2 2 1 1 Reputation of organization as a good employer 3 3 3 4 – Input into decision-making in my department 4 – 4 3 4 Organization focuses on customer satisfaction 5 – – – – Senior management interest in employee well–being – 1 1 – – Appropriate amount of decision-making authority to do my job well – 4 – 5 – Salary criteria are fair and consistent – 5 – – 5 In combination with government programs, benefit programs generally meet my needs – – 5 – – Organization effectively maintains staffing levels – – – 2 – Senior management’s actions are consistent with our values – – – – 2 Good collaboration across units – – – – 3
  • 35. ! According to research done by DDI, organizations build a highly engaged culture when they find ways to unleash the talent and energy of employees at every level of the organization, while keeping them focused in a common direction (Rogers and Ferketish, 2007)
  • 36. ! SHRM’s recent article, Leveraging Employee Engagement for Competitive Advantage: HR’s Strategic Role, states the key to fostering , employee engagement is helping each employee understand how his/her job contributes to the company’s success (Lockwood, 2007)
  • 37. ! The State of Employee Engagement 2008 2008, reports that U.S. best practices in employee engagement include: Equipping managers Aligning employees with strategy Providing development opportunities (BlessingWhite, 2008)
  • 38. ! According to professor and consultant Dr. Theresa Welbourne, U.S. U.S.-based organizations most successful at fostering employee engagement: Encourage managers to “own” engagement Reduce or eliminate barriers to productivity (Welbourne, 2003)
  • 39. Cognitive (thinking): Understanding of the Cognitive Affective goals and values of company Affective (feeling): Sense of belonging, pride, attachment to company Behavioral (acting): Willing to work hard Behavioral and desire to stay with company: engagement (ISR 2007)
  • 40. # Cognitive (thinking) Provide employees with a clear understanding of the goals and values of company Make they know how their job helps the company achieve its goals (line of sight)
  • 41. # Cognitive (thinking) Gallup’s employee engagement survey (Q12) includes an item which measure the degree to which employees know what is expected of them at work (cognitive component of engagement model)
  • 42. # Cognitive (thinking) The Gallup Q12 Index 1. Do you know what is expected of you at work? 2. Do you have the materials and equipment to do your work right? 3. At work, do you have the opportunity to do what you do best every day? 4. In the last seven days, have you received recognition or praise for doing good work? 5. Does your supervisor, or someone at work, seem to care about you as a person? 6. Is there someone at work who encourages your development?
  • 43. # Cognitive (thinking) The Gallup Q12 Index 7. At work, do your opinions seem to count? 8. Does the mission/purpose of your company make you feel your job is important? 9. Are your associates (fellow employees) committed to doing quality work? 10.Do you have a best friend at work? 11.In the last six months, has someone at work talked to you about your progress? 12.In the last year, have you had opportunities to learn and grow?
  • 44. # Cognitive (thinking) Employee Orientation Activity
  • 45. # Cognitive (thinking) A hotel in Dallas, Texas achieved a remarkable turnaround by focusing on this aspect of employee engagement (line of sight) In less than 18 months, employee engagement, inspection scores, and profitability increased after they helped staff link their activities to primary business goals (Wagner, 2005)
  • 46. # Affective: (feeling) Provide employees with a sense of belonging, pride, and attachment to company Focus on the company brand and highlight company accomplishments
  • 47. # Affective: (feeling) Stefan Thau, London Business School, found employees who have a sense of belonging behave with higher levels of cooperation and teamwork than employees who do not A lack of belonging increases the likelihood of isolation, leading to reduced productivity and eventually to turnover (Thau et al, 2007)
  • 48. # Affective: (feeling) Interbrand, a UK-based international branding based consultancy, did a study on employee pride and found organizations that focus on producing the best products/services, set high standards for quality, make customers a priority, and treat employees respectfully are most likely to stimulate a sense of pride among employees (Interbrand 2007:9)
  • 49. # Affective: (feeling) We are often so focused on making sure new employees understand the tasks they were hired to perform that we forget to teach other important things like which behaviors are in support of the brand promise Explaining information such as this has a positive impact on new employee productivity and morale (Lawton, 2007)
  • 50. # Match the company to its brand image Company Brand McDonald’s A. Operational Excellence Apple B. Customer Intimacy Celebrity Cruise Line C. Product Innovation
  • 51. # Match the company to its brand image Company Brand McDonald’s A. Operational Excellence Apple B. Customer Intimacy Celebrity Cruise Line C. Product Innovation
  • 52. # Affective: (feeling) Provide learning activities in the orientation program that tell employees: What the brand strategy is and how they deliver can on the brand promise How each of the units in the company interact to ensure the desired level of service is provided so that customer is satisfied (Lawton, 2007)
  • 53. # Affective: (feeling) Hire the right people Recruit and prescreen for behaviors associated with your values and brand Use your brand to attract “right fit” people Do exit interviews Uncover the root causes for disengagement
  • 54. # While HR practitioners can create tools and implement new practices to increase employee engagement, managers, given the nature of their role, are in a position to directly effect engagement Therefore, we must also focus on equipping managers to foster engagement
  • 55. $ Manager’s Learning Activity
  • 56. $
  • 57. # Efforts to engage employees are likely to result in measurable improvements to the bottom line
  • 58. # Devoting time and energy to acquaint new employees with company goals, the brand strategy, and ways in which their role directly supports business success will: Focus them in a common direction Increase motivation in their daily efforts
  • 59. # Educating managers and providing them with simple tools will help to increase employee engagement
  • 60. % &