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    Enhancing Employee Engagement to Drive Organizational Performance

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    Category Organizational performance; Employee engagement strategies; Leadership Development

    Deadline: March 10, 2020 | Date: March 10, 2020

    Venue/Country: Training Doyens 26468 E Walker Dr, Aurora, Colorad, U.S.A

    Updated: 2020-02-11 17:13:45 (GMT+9)

    Call For Papers - CFP


    Businesses today are striving to generate greater productivity, quality, customer satisfaction and profitability with fewer employees. And Employee Engagement is a proven method for doing just that.

    Engaged employees:

    • Expend discretionary effort doing more than they are asked

    • Are motivated toward the organization’s success

    • Work the hardest, stay the longest and perform to their capabilities

    Employee Engagement has been well researched in studies by: Gallup, Towers Watson, Hay Group, DDI, The Conference Board, World at Work, Blessing White & Aon Hewitt.

    The research has shown that engaged employees generate:

    • higher profitability

    • enhanced customer satisfaction

    • increased productivity

    • less absenteeism

    • less turnover

    • fewer accidents

    One study found that companies with the highest levels of Employee Engagement have a significantly greater increase in stock price.

    When leadership teams become aware of these economic benefits of engaged employees, they usually want to take advantage of the opportunity and avoid ‘leaving money on the table’.


    Organizations have a huge opportunity to benefit from a more engaged workforce because only approximately 30% of employees are engaged:

    • With approximately 50% unengaged – going through the motions; not performing to their capabilities

    • And the balance of 20% are disengaged – unhappy at work and their mission is to make sure their co-workers are also unhappy

    Employees’ Engagement needs are logical - such as:

    • Being told what’s expected of them

    • Having the materials and equipment they need

    • Receiving periodic recognition and praise

    • Feeling their supervisor cares about them

    Any supervisor who’s willing can improve his/her team's level of engagement because there are employee engagement strategies that prove to be effective

    Disney for example:

    • Trains its supervisors in the Engagement Coaching practices and behaviors expected of them

    • Gauges their supervisors’ performance through Employee Engagement Surveys

    • Holds their supervisors accountable using coaching, goals, appraisals, merits, bonuses and promotions

    Supervisors are the key to engaging employees. The two factors that have the greatest impact on an employee's degree of engagement are:

    • the employee's relationships with his/her immediate supervisor

    • whether his/her supervisor is meeting the employee's few engagement needs

    And your supervisors have multiple daily Engagement Coaching opportunities to:

    • strengthen the relationship

    • listen, learn and coach

    • enhance the employee’s engagement and performance


    I. Employee Compliance is Not Engagement

    • Compliance is short term, forced adherence because there are penalties for noncompliance

    • Engagement is sustained, enthusiastic & willing performance

    • Why just telling employees what you want them to do is not enough?

    II. What is Employee Engagement?

    • Characteristics of engaged employees

    • How to improve employee engagement - three levels of engagement

    • Strategy + Employee Engagement = Strategy Execution

    III. The Business Case for Increasing Employee Engagement

    • Highlights of the research studies some involving multiple-Industries, over 20 years, with large samples of front line employees and managers

    • Why engagement is worth the effort

    • Improving employee engagement to drive business performance

    IV. Companies Utilizing Employee Engagement

    • Numerous brand name organizations have found that their facilities with high engagement have lower turnover, fewer accidents as well as higher productivity and profitability

    V. The Significance of Your Role as a Manager

    • The responses to engagement questions are based more on employees' opinions of their immediate manager – than the policies of the company

    • Managers can impact an employee's discretionary effort by 20% or more

    • Why great managers are catalysts

    VI. How Great Managers Release Their Employees’ Potential:

    • Utilizing manager-employee touch points

    • The employee performance needs most correlated with positive business outcomes

    • Numerous practical ways for managers to meet each of the employee performance needs most correlated with positive business outcomes

    • The secondary set of core employee engagement needs

    • What about pay?


    What is Employee Engagement?

    Employee engagement is an emotional state and a behavioral reaction to an employee's relationship with his/her manager and perception of the organization. Engagement involves an employee's degree of focus, motivation and passion for his/her job.

    Why is Employee Engagement Important?

    Engaged employees are motivated toward the organization's success, take pride in their work, suggest improvements, pursue self-development, boost organizational performance, expend discretionary effort, say good things about their organization and plan to stay.

    What is the Business Case?

    Most organizations have significant opportunity for improvement. Across the U.S. only 31% of employees are engaged. There have been over 100 research studies proving the improvements in organizational performance resulting from engaged employees.


    • HR Professionals New to the Field - seeking a com-prehensive view of the subject with multiple initiatives

    • Experienced HR Professionals - seeking a refresher

    • Leaders & Managers - interested in understanding the benefits to the organization of increasing Employee Engagement


    Pete Tosh is Founder of The Focus Group, a management consulting and training firm that assists organizations in sustaining profitable growth. Prior to founding his own firm 25 years ago, Pete had 15 years of experience — at the plant, divisional and corporate levels — in Human Resource and Quality functions. Pete held leadership positions — to include the V.P. of Human Resources and Quality — with Allied Signal, Imperial Chemical Industries, Reynolds Metals, Charter Medical and Access Integrated Networks.

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    Keywords: Accepted papers list. Acceptance Rate. EI Compendex. Engineering Index. ISTP index. ISI index. Impact Factor.
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