By Brad Federman
"If you're thinking that you recognize every little thing it takes to achieve associate/employee engagement, positioned your self to the attempt. This publication presents a holistic method of engagement that might create the aggressive side required to achieve this economy."-- Sharon S. Bilgischer, senior supervisor, logistics worldwide expertise, curriculum and documentation, Wal-Mart shops, Inc.There is apparent and mounting facts that worker engagement keenly correlates to person, team, and company functionality in parts resembling retention, productiveness, customer support, and loyalty. This well timed therapy offers a accomplished framework, language, and technique that surely connects ?People? technique with ?Business? approach. It deals a research-based blueprint for taking a look at worker engagement with an analogous regularity and significance as the other point of the association.
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Extra resources for Employee Engagement: A Roadmap for Creating Profits, Optimizing Performance, and Increasing Loyalty
Shorter product development cycles? Shorter sales cycles? Process sustainability? • How do we currently store, access, and learn from our history as an entity? these compensation structures become complicated, politicized, and ineffective. Countless times, we have seen compensation structures that incent the wrong behavior, or at least a different behavior than intended. Acknowledgement is different from recognition. It is, in its purest sense, more authentic. We should not recognize employees because we have to, or because it is a good tool.
It is, in its purest sense, more authentic. We should not recognize employees because we have to, or because it is a good tool. These employees come to work every day, many times sacrificing life/ work balance and filled with anxiety because of pressure, and we forget that. We should acknowledge their efforts not as a strategy, but because it is right to do so. And we can only do this well if we truly are grateful for their efforts. In this day and age, we have come to expect our employees to be grateful that they have a job, which only serves to make them feel less appreciated.
Many organizations still look at employee engagement as satisfaction or a happiness rating, while others see it connected to issues such as union activity and absenteeism. Our concern with these approaches had to do with the fact that employee engagement was not seen as a business driver. These old definitions are tactical, stop-gap measures, and in the case of employee satisfaction can be seen as soft. After much deliberation and research, we have defined employee engagement as: The degree to which a person commits to an organization and the impact that commitment has on how profoundly they perform and their length of tenure.
Employee Engagement: A Roadmap for Creating Profits, Optimizing Performance, and Increasing Loyalty by Brad Federman