Equip With the Fundamentals
The Engagement Equation is an introduction to employee engagement: why employee engagement matters to the manager, to the individuals, and to the company.
With or without survey results, this introduction to employee engagement enables managers to confidently initiate conversations with each individual staff member to discover what drives his or her personal engagement. Using the skills learned during the program, the manager will develop a partnership with each direct report to deliver greater results to the organization and greater satisfaction for the individual.
The learning process includes reflection, peer coaching, analysis, planning, practice and action.
The program is supported by the Manager’s Guide to Engagement – a resource that managers can come back to time and again to develop the skills required to articulate the definition of engagement and hold productive conversations about why employee engagement matters.
- Understand what engagement is and why employee engagement matters
- Learn the factors that impact individual engagement and clarify their own role as a manager in fostering high engagement
- Identify actions for taking control of their own engagement
- Identify actions they can take to establish trust, build confidence and unleash the potential of their team
- Through reflection and peer consulting, prepare for a detailed engagement discussion with at least one employee
- Develop the skills and confidence to establish individualized engagement partnerships with every person on their team
Why employee engagement matters
The more engaged your workforce, the more capacity it has to deliver on your organizational imperatives. High employee engagement drives discretionary effort, innovation, customer loyalty, quality, productivity, profitability and retention of top talent. Yet in most regions of the world, only one in three employees is fully engaged.
Engaged employees are not just committed. They are not just passionate or proud. They have a line-of-sight on their own future and on the organization’s mission and goals. They are “enthused” and “in gear,” using their talents and discretionary effort to make a difference in their employer’s quest for sustainable business success.”
BlessingWhite Research: the Employee Engagement Report
The challenge of managers
Engagement cannot be improved through corporate initiatives, perks, or rewards and recognition. To engage individual contributors there needs to be a purposeful relationship and dialogue between that individual and his or her manager.
But managers feel ill equipped to hold such conversations. Performance management dialogue is challenging enough. Now they are asked to align employees to strategy, help team members find high satisfaction at work, and provide long-term visibility on career options in the face of ambiguity in the business.
Managers need to be given an introduction to employee engagement and the opportunity to understand the importance of engagement to their teams, what the drivers and influencers of engagement are, and then – with the help of an expert facilitator – to think through how to tackle engagement with their direct reports.
Recent participant quotes:
Great advice on how we should engage our group. The amount of information received was definitely important to our people-management role. A very good experience.”
“Thanks for the initiative… very productive and constructive. It will assist me to improve my career and management skills.”