September 23-25, 2013 | Chicago, IL

2013 Employee Engagement Conference

Redefining Employee Engagement
for the New Normal: Using Culture, Enablement, and Managers to Drive a
High Performance Workforce



The Traditional Definition of Employee Engagement is
Already Obsolete

Not long ago, employee engagement was originally defined as “an employee's willingness to invest discretionary effort on the job.” This is no longer applicable in the new normal. The problem is “willing” doesn’t guarantee “execution,” and the initiatives and strategies that worked 6 years ago, are not effective in this current environment.


We Now Recognize Performance — Not Presence

Perhaps it is time to rethink the logic that equates long hours with superior performance and workaholism with commitment.” — Nan Stone, Mother’s Work, Harvard Business Review

Employee Engagement is the degree of an employee's positive or negative emotional attachment to their job, colleagues and organization that strongly influences their willingness to learn and perform at work. It’s emotional commitment the employee has to the organization and its goals. This means engaged employees truly care about their work and their company. They don’t work just for the money or the next promotion — They work on behalf of the organization’s goals.  How do you engage your workforce to drive revenue, performance and innovation in your organization?


Performance Drives Revenue —
Engagement Drives Performance


Engagement In the “New Normal” Now has 3 Main Drivers.  Learn how to implement these critical components as part of your engagement strategy.




This describes the work experience — the nature, style and quality of organizational life, not the programs themselves.

  • Wellness and positive work energy/life programs (health, work flexibility,..)
  • A supportive social environment
  • Feelings of enthusiasm/accomplishment at work
  • Belief in company goals and objectives
  • Flexible work arrangements


Relationship between the Employee, their Manager and the CEO

Establish trust through clear, open, and high touch communications.

  • Good communication from the CEO down to the entire workforce
  • Employees comprehend and value the organization’s business goals
  • The workforce has a clear understanding of how their specific job contributes to achieving the overall business goals
  • Personal connection — showing a sincere interest in employees’ well being
  • Leadership behaves consistently with the organization’s core values


Employee Enablement

Giving employees the skills, tools and resources to do the job correctly, including learning, training, social support and career development.

  • Providing freedom from obstacles to success at work
  • Availability of resources to perform well
  • Ability to meet work challenges effectively
  • Enough employees in the group to do the job right
  • Career development and learning new skills


Performance Drives Revenue —
Retention Is More Critical Than Ever

19 million employees or 13 percent of the total U.S. workforce are angling to change jobs in 2013. This churn will cost U.S. businesses an estimated $2 trillion to recruit and train new workers. *
* Cornerstone survey


The Damage from the Disengaged

Misery loves company, and no one loves to share misery more than the disengaged. These workers have the ear of your best and brightest, and are very skilled in creating dissent and restlessness throughout the ranks. The disengaged are proven to have a very negative impact on retention and engagement.


Disengaged talent produces a negative financial value because the revenue
the disengaged produce rarely covers their total employment cost.


When engagement declines, organizations become susceptible to a measurable drop in productivity, declining customer service and greater rates of absenteeism and churn.

The HCI Employee Engagement Conference is a one of kind event that focuses exclusively on what drives engagement and creates a high performance workforce.


You will learn:

  • What Drives Engagement
  • How to Change and Influence Culture
  • How to Create a High Performance Workforce
  • How to Communicate Organizational Goals that Connect with Employees
  • How to Retain Key Talent through Engagement Initiatives
  • How to Effectively Deal with the Disengaged and Other Obstacles to Engagement
  • New Ways to Provide a Supportive and Energized Workplace


Gallup recently surveyed 150,000 workers and found only 30% of employees are engaged in their jobs.  That's a whopping 7 out of every 10 workers who may be seeking employment elsewhere! 

See the June '13 Nightly News report with Brian Williams:


Join us at the Palmer House in Chicago!

Make plans now to bring your team to Chicago in September for our the Employee Engagement conference. If you need help registering, or want to enquire about group discounts or event sponsorship, please contact Shane Lennon at 866.538.1909 x1904.

If you have questions about presenting at the event, please email Shane York. Yes two different people named Shane.

For sponsorship questions or opportunities, please contact Barry Upbin at 516-312-7458.

Attendance Policy

This event is currently limited to practitioners within corporations, government agencies and organizations looking to improve and benchmark their internal human capital management practices. HCM/Talent Management software vendors, consultants and solution providers that wish to attend
can email Barry Upbin or call 516.312.7458">954-530-2747 to learn about partnership opportunities.


Earn Credits Towards Leading Industry Certifications — With Live or Virtual Attendance!

This conference has been approved for 9.50 General recertification credit hours and this workshop for 4 Strategic hours and this workshop for 4 Strategic hours toward aPHR™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™, and SPHRi™ recertification through the HR Certification Institute.
The use of this seal is not an endorsement by HR Certification Institute of the quality of the program, it means that this program has met the criteria to be pre-approved for recertification credit.

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