Employee engagement training has become one of the most popular topics in both business strategy and Human Resources efforts. For the past 3 years it has been the number 1 or number 2 topic among senior Human Resources leaders when surveyed about the top issues facing the organization.
Many companies are making large investments of money, manpower, and resources into efforts to get and sustain successful engagement from their employees. But, what do we know about how engagement is related to actual performance? What are we getting in return for our investment in engagement?
Why Should You Attend:
Dramatic changes have occurred in the global economy over the past several years and they’ve had significant effects on the notion of employee engagement.
Yet, top performing companies claim that employee engagement clearly drives business success. They claim that engaged employees are more productive, more profitable, more customer-focused and are more likely to stay.
Highly engaged workplaces have human resources services to grow faster, adapt quicker, and innovate more. High performing organizations don’t just benefit from employee engagement, they depend on it.
Can engagement really translate into valuable business results for your organization through workplace training? Can you demonstrate that performance improves as a result of improving engagement? Is there really a return on your investment in engagement efforts?
Areas Covered in this Webinar:
The psychologist William Kahn first defined the term engagement in 1990 as “the harnessing of organization members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances.” He wanted to find out the degree to which people “occupy” job roles. He used the terms “personal engagement” and personal disengagement” to represent both ends of a continuum. On the ‘personal engagement’ end, people fully occupy themselves – physically, intellectually and emotionally – in their job role. At the ‘personal disengagement’ end, they decouple themselves and withdraw from the job role.
Engagement followed on the heels of a host of other concepts ranging from employee morale, work ethic, productivity, job satisfaction, and commitment, to name just a few. Many definitions and approaches to engagement have followed but many are proprietary – that is, companies wishing to capitalize on the popularity of engagement to sell their services will offer their own definitions. Thus, definitions vary and are still problematic.
We know, however, that organizations are really only as good as their employees. We often talk of a company as if it were a person. But, by itself, it doesn’t produce a product or a service; it doesn’t create ideas, or give a service. It isn’t efficient how do we or productive on its own. It’s people that cause all of these to happen. But, is it important to know that people are effective? Is it important to know whether or not people are OR ARE NOT contributing? That is…engaged, or disengaged? And why does it matter?
Measuring employee engagement is fairly easy. In fact, measuring is basically a “no brainer.” The real test is what companies do with the results of the measures. Surprisingly few companies take serious action on the data they collect. Or, if they do, conduct any kind of analysis of the effects of their actions, i.e. ROI. We will explore some reasons for this and look at some ways to resolve this issue.
What is engagement?
The changing nature of engagement: trends
Is there a business case for engagement?
The A, B, Cs of Engagement
Measuring Human Capital Effectiveness
Engagement, Performance, and Return on Investment
Who Will Benefit:
Business Unit Leaders
Mid- to Senior Level Leaders
Anyone in a Supervisory or Leadership role
Anyone interested in learning more about employee engagement
Dick Buckles is CEO of Bianetics, LLC, a San Antonio, TX based firm that consults to such companies as Chevron, Chevroil-Kazakhstan, Fluor, Johnson & Johnson, Hewlett-Packard, the University of California, and others. Prior to owning his own firm, Dick was a senior manager with world class companies such as Edison International, WellPoint, Amoco, ARCO, and Hughes Aircraft Company. He is the author of numerous articles on organizational effectiveness and change and has taught MBA and graduate courses in Quality Management, Organizational Behavior, Human Resources Management, and Psychology at California State University, UCLA, The University of La Verne, and the National Graduate School of Quality Management.
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