Organizations have been driving engagement initiatives and conducting engagement surveys for decades. There are now literally hundreds of studies demonstrating that highly engaged employees are more productive, deliver better customer service, are more innovative and are more likely to stay with an employer than less engaged employees.
Despite the time and resources that organizations pour into engagement efforts annually, there is little consensus about what engagement actually is or how it should be measured. Peer reviewed research shows little consensus on a definition and recent benchmarking research shows that organizations indeed define engagement differently.
Arguably a company should define engagement in terms of what is important to the company’s culture and strategic goals. However, how you define and measure engagement has direct implications on your engagement initiative’s ability to demonstrate impact on business performance.
See how one company has addressed these dynamics by embarking on a journey to broaden its concept of engagement to include aspects of well-being - including purpose, social connection, stress, and balance. This broader definition has enabled PepsiCo to talk about engagement and well-being in a different way and, through empirical key driver analysis, pinpoint exactly where actions should be focused.
You will learn:
- The key differences in engagement definitions and how to determine what is right for your company
- Recent trends driving companies to rethink their definition of engagement
- The pros and cons of conducting empirical key driver (i.e., linkage) analysis in your company
- A roadmap for determining how engagement predicts performance in your company
- Metrics and standards you can use to measure engagement and wellbeing to determine impact on business performance
- Linkage analysis approaches to understand relationships between behaviors and organizational goals