Why should you attend?
Research shows consistently that most organizations do not have a fully engaged workforce, people who care about its future and are willing to invest the effort to make it successful. Equally, there is a significant body of research across industries and countries and from organizations such as Gallup as to the benefits of enhancing the bond between employees, their colleagues and their organization, for example:
- Increased commitment to and alignment with the organization’s goals and strategies;
- Improved overall organizational effectiveness;
- Increased productivity and improved morale;
- Increased trust;
- A community as opposed to just a workforce;
- Improved client service, brand experience and loyalty.
Moreover, employers and managers at all levels are faced with the challenge of retaining and recruiting qualified people as baby boomers retire and the labour market becomes more competitive and complex – multigenerational and multicultural. The costs of not effectively responding to these various challenges are felt in a variety of ways but, ultimately, directly affect performance.
Developing and implementing an engagement strategy provides a systematic means of dealing with the range of interrelated issues usually presented in performance and organizational improvement. But such a strategy must be based on what works, those best practices and approaches, including the key element of communication, known from experience to offer the optimum likelihood of success.
What will you learn?
- Definition and principles of employee engagement
- The business case for employee engagement
- The components and key drivers of employee engagement
- Diagnosing your organization – critical questions and success factors
- The importance of trust
- Techniques and approaches for obtaining employee involvement
- How to measure success
- The key role of and linkages to internal communications
- What works and what doesn’t
What will you take away?
- Workbook with checklists and templates
- Exercise handouts, examples and other material
Professional competencies
- Thinking Things Through: Innovating through analysis and ideas
- Engagement: Working effectively with people, organizations and partners
Who should attend
Managers and supervisors, those working in organizational development, human resources, internal communications, recruitment and retention strategists and specialists
Sample Agenda
| Activity |
|---|
| Introductions and Workshop Overview |
| Employee Engagement • Definitions • Principles • Linkages • Why is Employee Engagement important? Exercise: Organizational “Health Quiz” |
| BREAK |
| Drivers of Employee Engagement • The 12 principles of Employee Engagement • The 10 key questions we need to ask • Trust and other critical success factors • Organizational barriers Mini-exercise: Looking at our own organization – answering the questions. |
| Why should we care? – The Business Case for Employee Engagement • Employee and organizational needs • Recruitment and retention • Organizational culture • What does research into Employee Engagement tell us? Mini-exercise: Employee engagement challenges. |
| LUNCH |
| Employee Engagement – Techniques and Approaches • Getting started • Key steps to success • Best practices • Using Social Media Mini-exercise: Looking at your own organization’s engagement practices. |
| Measuring Employee Engagement Success • Integration with internal communications • Techniques and approaches • Dealing with the results • Linkages to organizational reputation Mini-exercise: Who measures what and how? |
| BREAK |
| Employee Engagement and Internal Communications • Definitions, principles, linkages and drivers • Addressing diverse communications needs • What works and what does not • Tools, methods and activities Exercise: Building an Employee Engagement system for your organizations. |
| Wrap-up and Evaluation Participants will complete a short evaluation. |
Several people made a point of telling me how well the presentation went, how useful it was to them and how well I did, leading the presentation. I frankly owe these kudos to you and an excellent training session. This was, in fact, the first time I have ever delivered a presentation in such formal circumstances. My ability to perform (without nerves!) in front of a high-powered group was entirely due to the learning I received from you at the “Effective Oral Briefings and Presentations to Senior Officials” session in March (2014). So thanks, Josef!