- Ashley Ray, HR Manager, FJ Management
- Ani Girgitsova, Senior Talent Development Specialist, Progress
- Cheryl Kuch, Senior Consultant, Talent Development, ASE
- Benjamin Olds, Organizational Development, Merrimack Pharmaceuticals
- Denny Dotson, Chairman at People Driven Performance
- Michael Beck, Employee Engagement and Executive Coach, Michael Beck International, Inc.
- David Zinger, Employee Engagement Expert and Speaker
- Derek Irvine, Vice President, Client Strategy and Consulting, Globoforce
- Captain David Marquet, author of Turn the Ship Around! A True Story of Turning Followers Into Leaders
- Christopher Hodge, Assistant Vice President of Talent Management, RoundPoint Mortgage Servicing Corporation
- Scott Bohannon, CEO, Info-Tech Research Group
- Organizations are struggling to make the connection between employee engagement and business results, requiring a shift in the purpose, cadence, and focus of engagement practice.
- Current efforts are only shifting engagement incrementally. Aggregate year-over-year engagement score results have become the focus.
- Static engagement measures do not capture fluctuations that should prompt leaders to integrate engagement into day-to-day management practice.
- Employee engagement is about how managers lead through engaging leadership behaviors. Leaders who are invested in their people experience improved results.
- Engagement is a reflection of effective management practices. Leaders’ recommitment to their role as people managers will in turn positively impact their role as business leaders.
Impact and Result
- Change engagement from a discrete activity with an annual survey and events to a practice that is much more integrated with the day-to-day tasks of the workplace.
- Empower leaders to understand and own their influence on engagement through effective day-to-day management practices and behaviors.
- Shift organizational thinking about engagement from an HR-owned program to one that is leader-driven through engaging behaviors.
1. Introduce a more dynamic engagement measurement
Define employee engagement maturity, evaluate readiness for dynamic engagement measurement, and assess additional measurement options.
2. Make the connection between engagement and business results
Define engagement purpose, desired impact, business goals, and determine visibility measures.
This guided implementation is an eight call advisory process.
Guided Implementation #1 - Introduce a more dynamic engagement measurement
Call #1 - Review your organization’s employee engagement maturity.
Call #2 - Evaluate organizational readiness to move to a dynamic engagement measurement and discuss additional options.
Guided Implementation #2 - Make the connection between engagement and business results
Call #1 - Develop engagement purpose aligned to organizational objectives.
Call #2 - Clarify dashboard content requirements and visibility options.
Guided Implementation #3 - Reinforce the leader’s role in the new engagement paradigm
Call #1 - Define integrated leadership and key engaging leadership behaviors.
Call #2 - Review leader 3.0 readiness outcomes.
Guided Implementation #4 - Prepare to launch
Call #1 - Review HR’s role as facilitator and their communication responsibilities.
Call #2 - Develop an action plan for transitioning to Engagement 3.0.
Book Your Workshop
Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.
Module 1: Dynamic Engagement Measurement and Engagement’s Connection to Business Results
- Understand what engagement means to the organization and the level of readiness to move forward.
- Set goals and metrics and define requirements.
Key Benefits Achieved
- Organizational stance on engagement is defined and identified.
- Goals and metrics are determined.
- Dashboard is created.
Assess readiness level to move to a more dynamic engagement measurement.
- Identification of present engagement measures, what is working, and where to improve.
Define engagement purpose.
- Understand the impact and purpose of engagement within the organization.
Set goals and metrics.
- Determine goal and metric cascade from organizational strategy through to departments and individuals.
Define dashboard requirements.
- Dashboard created and populated with engagement and business goals and metrics.
Module 2: Reinforce the Leader’s Role in the New Engagement Paradigm
- Determine if the organization is ready to move towards integrated leadership empowerment.
Key Benefits Achieved
- Organization is evaluated in relation to integrated leadership empowerment.
- Current practices and competencies are laid out in terms of readiness for integrated leadership empowerment.
Assess integrated leadership empowerment readiness.
- Understand where current practices and competencies fall within integrated leadership empowerment and determine if the organization is ready to move forward.
Module 3: Prepare to Launch
- Determine key factors for the launch presentation.
- Create an action plan for the organization and L&D initiatives that will support the transition to integrated leadership empowerment.
Key Benefits Achieved
- Action plan is completed.
- Responsibilities for who will oversee L&D options are organized.
- Logistics are set and launch presentation is ready.
Develop an action plan.
- Completed Engagement 3.0 Action Plan.
Plan logistics for leader-driven engagement launch presentation.
- Determine the who, what, where, and when of the launch presentation.
Identify L&D resources to support integrated leadership empowerment.
- Decide on L&D options and assign responsibility for overseeing them.