Webcast:
One of the biggest contributors to a disengaged workforce is lack of change following an engagement survey. Involving your employees in the process of identifying both short-term fixes and long-term strategies is critical to positively impacting your organization’s top engagement issues and getting the biggest bang for your engagement buck. Learn the five steps to winning engagement initiatives. Find out how to select change initiatives that treat causes, not symptoms, and involve staff from the beginning.
Learning objectives:
- Use your organization’s employee engagement survey results to identify the top three priority areas to focus on improving those areas that scored poorly but are of high importance to your employeesRun effective brainstorming sessions with your department’s staff to conduct a gap analysis between current reality and ideal state
- Use brainstorming sessions to generate ideas for engagement initiatives that will close those gaps
- As a management team, compare and select the best change initiatives identified during the brainstorming sessions
- Put the five steps to winning initiatives into action
- Walk through a case study of a mid-sized organization to learn about successful initiatives that were implemented and why they were chosen—e.g., a rotational program that provides employees with more one-to-one contact with senior management
Webcast on Demand
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Presenters
Susanna Hunter is a Lead Research Analyst with McLean & Company who lends her expertise to McLean and Company clients. She has over 20 years experience in HR executive and practitioner roles in a wide variety of industries, including financial services, technology, insurance, and marketing communications.
Prior to joining McLean & Company, Susanna led the TD Canada Trust (TDCT) Talent Acquisition & Programs Team, a cross-functional team of HR Specialists who manage many aspects of the Talent Management priorities for TDCT.
Susanna’s experience includes leading both generalist and specialist HR teams and her expertise includes strategic business partner roles, talent management, talent acquisition, HR metrics & reporting, diversity, and organizational development in organizations ranging from 65 to over 70,000 employees.
Susanna has a Bachelor in Administrative Studies from York University as well as a Master of Education with a specialization in Workplace Learning & Change from University of Toronto’s Ontario Institute of Studies in Education. She has received the Certified Human Resources Professional (CHRP) designation and is a member of the Human Resources Professional Association, the Strategic Capabilities Network, and the Women’s Executive Network.
Emily Saunders is a Research Analyst with McLean & Company in the HR & Leadership Silo. Emily has worked collaboratively with clients from various industries to develop and implement employee engagement surveys and present comprehensive and understanding results to executives. She has conducted significant primary research, testing and analysis to advise clients on how to interpret and report data from employee engagement surveys and use the results to identify and implement change that targets low-scoring areas with major impacts.
Additionally, Emily has led the development and publication of solution sets on a range of HR/Leadership topics, with a primary focus on employee engagement, to aid management-level clients in strategic and operational decision-making. These topics include developing, analyzing and reporting on employee engagement surveys, using employee surveys to prioritize and implement change, helping managers to identify disengaged employees and optimizing rewards and recognition programs.
Prior to joining McLean & Company, Emily was a lecturer teaching financial and managerial accounting at the Richard Ivey School of Business, University of Western Ontario. Emily received her HBA from the Richard Ivey School of Business at the University of Western Ontario.
Was this program approved for strategic educational credit with HRCI? When I entered the program ID # on their site, it comes up as strategic, and wanted to double-check before counting it as strategic. Thank you for your time, Joy Lynn Hyer, SPHR