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
Not long ago, employee enagement 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 This is no longer applicable in the new normal.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, peformance 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
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
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 and Retention 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
Join us at the Palmer House in Chicago!
After our annual HCI Employee Engagement conference in Seattle last year we received rave reviews from our members and sponsors. Our attendees heard from great companies like Boeing; Hulu; NIKE; Sony; and Warner Brothers about new ways to engage and motivate the workforce. Make plans now to bring your team to Chicago in September for our the Employee Engagement and Retention conference.
See what Tanveer Naseer had to say about the 2012 event! See the presenters from last year:
- John FosterHead of Talent and Organization at Hulu
- Lisa BisacciaSenior Vice President and Chief Human Resources Officer for CVS Caremark
- Darcy AntonellisPresident of Technical Operations at Warner Bros. Entertainment
- Tim BridgesDirector of Knowledge Management for The Boeing Company
- Mark AustinVice President, Organization Development at Warner Bros. Entertainment
- Lori EmerickDirector, Diversity & Inclusion, NIKE, Inc.
- David YudisFormerly VP, Enterprise Executive Development, The Walt Disney Company
- Dr. Steven KowalskiExecutive Talent Development for Genentech, Inc.
- Rebecca PomeringChief Executive Officer of Moss Adams Wealth Advisors
- Tammy YoungManaging Director, Human Resources at Moss Adams Wealth Advisors
- Nancy TurnerGlobal Director of Talent Development at NIKE, Inc.
- Deary Paul DuffieDirector of Organization Development at Genentech, Inc.
- Alicia ShanklandChief Human Resource Officer for Razorfish & Digitas
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 954.530.2747.