Engagement 3.0: Transitioning to Leader-Driven Engagement
Move from reactive engagement initiatives to integrated leadership using McLean & Company’s five Engagement 3.0 insights.
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Contributors
- Jason Averbrook, Chief Executive Officer, The Marcus Buckingham Company
- Martin Birt, HR Consultant and Freelance Contributor, HRAskMe.com and Financial Post
- Adrian Gostick, Author & CEO, The Culture Works
- Chris John, Consultant – HR Client Relations, DTE Energy
- Jacqueline Ledgister-Bethell, Learning & Development Professional, University of the West Indies
- Josh Allan Dykstra, Co-Founder, The Work Revolution
- Stephanie Middleton, Organizational Development Specialist, Freelance Consultant
- Kevin Sheridan, Author, Speaker, Consultant, Kevin Sheridan LLC
Your Challenge
- Most organizations experience very little fluctuation in engagement score year-over-year, seeing only incremental improvement.
- Out of 31 core HR services, CEOs are least satisfied with engagement efforts.
- HR is often assessed on engagement survey scores but has little control over the leadership behaviors that drive engagement results.
Our Advice
Critical Insight
- Engaged employees have performance commitment that is 3 times higher than their neutral and disengaged counterparts.
- While traditional targets of employee engagement – retention and discretionary effort – are important, progressive companies focus engagement directly on business drivers such as agility, cost, quality, and revenue.
- Matching the timing of assessments and management cadence will create more relatable links with business ideas and increase manager accountability.
- Leaders have the single greatest impact on engagement. Successful organizations empower their leaders to integrate effective leadership practices in their daily roles in order to achieve the new engagement paradigm.
- Employee engagement happens at the individual level. Deploy engagement tools that enable action anywhere from the enterprise-level all the way down to mass-customized solutions for individual employees.
Impact and Result
- See an improvement in direct business drivers such as agility, cost, quality, and revenue.
- Generate an environment where the daily actions of leaders engage their teams, creating a positive impact on culture, company potential, empowerment, and rewards & recognition.
1. Transition to leader-driven engagement
Understand and apply McLean & Company’s five Engagement 3.0 insights.
Guided Implementations
This guided implementation is a one call advisory process.
Call #1 - Schedule a meeting with an analyst to learn more about Engagement 3.0 and how we can help you transition towards leader-driven engagement.
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: Transition to Leader-Driven Engagement
The Purpose
- Understand the new employee engagement paradigm: leader-driven engagement.
Key Benefits Achieved
- 3 times higher performance commitment.
- Increased internal company recommendations.
- Business-aligned engagement through leadership empowerment.
Activities
Outputs
1.1
Prepare an engagement transition plan.
- Create a plan to transition towards leader-driven engagement through discussion with analysts
