Establishing engagement as a key driver in today’s talent-agile organization
Impact occurs when the organization strives to address many things holistically
The topic of employee engagement is showing up just about everywhere you look these days. More and more organizations (and their leaders) are gaining a fuller appreciation for the impact engagement has on growth and profitability. So if many organizations have become more aware of its importance, how do you take that awareness and build upon it to make employee engagement a key strategic lever on the business agenda?
Organizations that are effectively leveraging the power of talent engagement have several things in common: they articulate the impact of engagement in terms of business performance, they understand and capitalize on the key drivers of talent engagement, they take a critical look at how the current organizational culture is either helping or harming their cause for engagement, they understand that engagement occurs and is sustained when employees’ expectations align with their experiences, and they identify and mobilize the key players who make talent engagement a reality. While any of these organizational behaviors is admirable and worthwhile, like many other aspects of effective talent management, the real impact occurs when the organization is striving to address each holistically.
In this webcast, EY’s Larry Decuir shares his perspective on establishing engagement as a key driver in today’s talent-agile organization.
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