Discover the best practices and drivers of Employee Engagement
Full employee engagement represents an alignment of maximum satisfaction for the individual with maximum contribution for the organization. Together, these two goals help companies develop a stronger, more productive workforce. Organizations have come to realize that as well as benefiting profitability, employee engagement is key to survival in today’s competitive environment.
The Engagement Equation explains the drivers of employee engagement, and how to best use them to reach your company’s goals. Unlike many other employee engagement books, The Engagement Equation is based on 40+ years of hands-on research, practice, and refinement by global consulting firm BlessingWhite, authors of the original engagement report. With The Engagement Equation, you’ll gain inside knowledge of our proven management solutions, and how to implement them successfully. Buy The Book.
Leadership Strategies for an Inspired Workforce
We often hear people describing employee engagement as a new field in corporate leadership. We beg to differ. Employee engagement—like innovation or effective management— has always been around. But it is an idea that leaders are turning to with more pressing attention as they explore all options for developing a competitive advantage. Increasing the drivers of employee engagement is one of the few ways to boost productivity without additional headcount or new technology. While competitors can access capital, resources, and markets in the same way that you can, organizational culture and the engagement of a workforce are things that cannot be acquired or outsourced.
Organizations around the world are putting an ever-growing emphasis on employee engagement as a way to drive better business results. But to date, results have been mixed. Over-focused on survey data, senior leaders are growing frustrated by their lack of a firm handle on this often elusive aspect of their workforce.
According to Christopher Rice, President and CEO of global consulting firm BlessingWhite and co-author of The Engagement Equation, organizations can only reach peak performance if all employees — from entry level to executive suite — are fully engaged. In The Engagement Equation, Rice explains how to create a workplace of engaged employees, build team dynamics, and foster a culture that embeds engagement throughout every division and function.
Based on forty years of consulting experience, Rice, Marlow and Masarech offer a solid framework on how to efficiently and effectively cultivate employee interest in their work. Only when employee values, goals, and aspirations align with those of the company can high employee engagement be accomplished and sustained. Additionally, the authors argue that while global findings and trends may help us articulate the most common drivers of engagement, the true drivers of employee engagement are the daily dynamics at play at the individual, team, and organizational level.
The authors of The Engagement Equation offer guidance on how to build engagement up in the workplace, including:
- Shifting the emphasis from measurement to action
- Driving alignment with strategy to improve employee satisfaction
- Consciously and purposefully driving culture
- Redefining “career” to meet both employee and organizational ambitions
Presented in clear and accessible language, The Engagement Equation is perfect for managers, leaders, and general business readers. This book provides many real-world examples, thorough tips and helps define key engagement concepts. Through creative analogies and comprehensive lists deconstructing the mystery behind what influences the drivers of engagement, the authors of The Engagement Equation offer us an expert look at what companies of all kinds want to know
About The Authors
Recognized in each of the last two years as a “Top 100” thought leader by Leadership Excellence, Chris’s expertise is regularly featured in business and human capital media, including Business Week, The Wall Street Journal, Harvard Management Update, Newsday, Training Magazine, Talent Management, and HR Magazine. His contributions include a chapter on the connection between organizational culture and the drivers of employee engagement in the reference Building High-Performance People and Organizations.
In addition to co-authoring The Engagement Equation, Chris works with senior-level clients, providing executive coaching and consulting on culture, leadership, strategic planning, employee engagement, and customer satisfaction. Recent clients include Johnson & Johnson, Toyota, Euro RSCG Life, and the Gordon and Betty Moore Foundation.
Founded in 1973, BlessingWhite became employee-owned in 2001 after Chris led a buy-out to purchase the firm from Wolters Kluwer N.V., the Dutch publishing company.
Before joining BlessingWhite, Chris held senior executive positions at Drake Beam Morin, The Gallup Organization, and AchieveGlobal. He has undergraduate and graduate degrees from the University of Pennsylvania.
Chris is Chairman of our Board of Directors.
Fraser heads the company’s worldwide marketing capabilities and research function. He also oversees activities in Asia Pacific.
In addition to co-authoring The Engagement Equation, Fraser has held global marketing and product management roles for the last 16 years, working out of the UK, Sweden, Canada and the USA. Prior to joining BlessingWhite in 2007 Fraser was Head of E-commerce and Director of Web Marketing at GE Healthcare.
He holds a business degree from the University of Bradford School of Management in the UK.
Mary Ann Masarech
Mary Ann is responsible for leveraging BlessingWhite’s 40 years of expertise and ongoing research to help clients understand the drivers of engagement and cultivate motivated employees who focus their unique talents on what matters most to the business. She develops processes and tools for employees, leaders at all levels, and HR professionals to address employee engagement, career development, and performance management.
In addition to The Engagement Equation, her workplace research reports include Employee Engagement 2011: A Practical Approach for Individuals, Managers and Executives, The Coaching Conundrum 2009, Innovate on the Run: The Competing Demands of Modern Leadership, and State of the Career 2007. She has consulted with clients large and small across a wide range of industries.
The aim of The Engagement Equation is to cover a sometimes amorphous concept that brings practical solutions to the workplace.
The content of The Employee Engagement spells out our process to defining and implementing the drivers of employee engagement. We share a practical framework to define engagement and the language to discuss it in practical terms. We articulate the roles that everyone in a workforce needs to play. We highlight the most productive strategies for the drivers of employee engagement and explain the pitfalls and lessons learned from those mistakes.
Engaged employees stay because they like their work—which is what they give to your organization in their engagement equation. The disengaged stay because of what they can get, such as financial rewards.
Specifically, the chapters in this book will show you how to:
- Use a common definition and pragmatic framework for talking about employee engagement (Chapters 1 and 2).
- Lose your fascination with benchmarks and global trends and pay attention to the individualized engagement equations that are happening (or not) in every corner of your workplace (Chapter 3).
- Turn employee engagement into a shared responsibility and
daily priority so everyone in your organization plays a role in solving the equation (Chapter 4).
- Take control of your own drivers of employee engagement. Dead batteries cannot jump-start others. If you are not fully engaged, your chances of creating a more engaged workforce are slim (Chapter 5).
- Build a culture to fuel the drivers of employee engagement, and then protect it fiercely (Chapter 6).
- Create a crystal-clear organizational direction and work tirelessly to align all employees to that vision. Align employees to your mission and core values. If that is done correctly they can take initiative and carry on (keep spinning) without endless intervention. (Chapter 7).
- Open communication channels between managers and employees to ensure the constant dialogue required for employees to accomplish meaningful work (however they define it) while simultaneously driving your strategies forward (Chapter 8).
- Define what a future in your organization looks like by redefining notions of career. Then equip all employees to manage successful journeys (Chapter 9).
- Develop a realistic approach to assessing return-on-investment for drivers of employee engagement initiatives (Chapter 10).
- Avoid the many pitfalls of engagement surveys; your survey
scores are not the prize (Chapter 11).
- Map out your entire initiative. Get started with best practices—whatever your size or checkered history with engagement initiatives (Chapter 12).