Enhancing Employee Engagement to Drive Organizational Performance

Employee engagement is the focus, motivation and passion people bring to their jobs, shaped by their relationship with their manager and how they see the organization. This 60-minute employee engagement training explains why it matters and how to raise it.

Engaged employees take pride in their work, suggest improvements, put in discretionary effort, speak well of the organization and plan to stay. Yet only about 31% of U.S. employees are engaged, and over 100 research studies link engagement to better organizational performance.

You'll see why compliance isn't engagement, the three levels of engagement, how leading companies use it, and practical ways managers can meet the needs most tied to business results, plus where pay fits.

• Distinguish employee compliance from engagement
• Describe the characteristics and levels of employee engagement
• Explain the business case for increasing engagement
• Recognize the manager's influence on engagement and discretionary effort
• Use manager-employee touchpoints to meet core engagement needs
• Assess the role pay plays in engagement

Compliance is not engagement

• Compliance is short-term, forced adherence driven by penalties
• Engagement is sustained, willing performance
• Why telling employees what to do is not enough

What employee engagement is

• Characteristics of engaged employees
• Three levels of engagement and how to improve them
• Strategy plus employee engagement equals strategy execution

The business case

• Highlights of multi-industry research over 20 years with large samples of front-line employees and managers
• Why engagement is worth the effort
• Improving engagement to drive business performance
• Brand-name companies whose high-engagement facilities have lower turnover, fewer accidents and higher productivity and profitability

Your role as a manager

• Why engagement scores reflect employees' views of their manager more than company policy
• How managers can shift discretionary effort by 20% or more
• Why great managers are catalysts

How great managers release potential

• Using manager-employee touchpoints
• The employee needs most correlated with positive business outcomes
• Practical ways to meet each of those needs
• The secondary set of core engagement needs
• What about pay?

About half of employees are unengaged and around 20% are actively disengaged, so most organizations have a large opportunity. Employees' engagement needs are simple: clear expectations, the right tools, recognition and a supervisor who cares. The biggest driver is the relationship with their immediate supervisor, who has daily chances to listen, coach and build engagement.

It suits HR professionals new to the field or seeking a refresher, and leaders and managers.

• HR Professionals New to the Field - seeking a comprehensive 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 the Founder of The Focus Group, a management consulting and training firm that assists organizations in sustaining profitable growth through four core disciplines:

• Implementing Strategic HR Initiatives
• Maximizing Leadership Effectiveness
• Strategic Planning
• Enhancing Customer Loyalty

The Focus Group has provided these consulting and training services to manufacturing and service organizations across the U.S., Canada, Europe, and the Middle East. Pete has worked closely with the leadership teams of organizations such as Exxon, Brinks, EMC, State Farm, Marriott, N.C.I. YKK and Freddie Mac

Pete holds a B.A. degree in Psychology from Emory and Henry University and Masters degrees in both Business Administration and Industrial Psychology from Virginia Commonwealth University. Pete also co-authors Leading Your Organization to the Next Level: the Core Disciplines of Sustained Profitable Growth.