Develop an Action Planning Process for Global Employee Engagement Initiatives

Action plans developed and implemented for all global locations, as well as action plans implemented and developed specific to each location are not successful.

Your Challenge

• The process of action planning in the home office may defy cultural norms of the global offices. Even with the same priority drivers identified, initiatives selected to address the driver in one location are not culturally suitable for another location.
• The home office is taking ownership of action planning for initiatives that should be decentralized (i.e. left to each individual office location).
• The home office is giving ownership of action planning for initiatives that should be done across all locations (i.e. centralized)
• The culture of individual office locations is not clear or well understood.
• Employees are actually become disengaged form misdirected action planning and implementation.

Our Solution

1. Make the case for incorporating global considerations in engagement action planning
2. Identify global engagement initiatives 
3. Develop action planning process 
4. Communicate action plans

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