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Employee Engagement refers to a worker’s willingness to voluntarily and optimally invest his or her CAPABILITY and an employer’s commitment to providing the necessary tools and support for the ...

Employee Engagement refers to a worker’s willingness to voluntarily and optimally invest his or her CAPABILITY and an employer’s commitment to providing the necessary tools and support for the good of the organization. Capability is the totality of the knowledge, skills, abilities, network, access, self-discipline, passion, and perseverance that each worker brings to the job. If you are interested in a step-by-step guide for creating an engaged workforce, this seminar is for you.

In this seminar, you will learn:

Trends in employee engagement
Strategies for engaging a diverse, multigenerational workforce
Engaged workers as drivers of productivity, growth and innovation
How leadership and culture affect engagement and retention
HR’s role in talent attraction, motivation and retention
Management practices that reinforce engagement
Who will benefit from this seminar?
Executives, HR professionals, directors, managers, supervisors, executive/business coaches, trainers, organization development practitioners, and other organizational leaders stand to benefit immensely from this seminar.

What is included?

Audiovisual presentation – Text, audio, video, charts, pictures and other graphics are used to explain concepts and practical steps that you can immediately apply in your workplace. Feature presentation is designed in PowerPoint.
Audio files – You can make an audio disc from these files or load them to your iPod.
Audio script – The scripts for the audio presentation are attached.
Presentation in PDF – Presentation is also attached in PDF format.
Learning aids, forms, templates, handouts and other resources.
Author contact information for direct communication.

Visit www.starleadership.us to learn more.

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  • An engaged employee is your most valuable asset. Engaged employees develop their talent so they can add more value to the organization. They constantly strive for ways to improve their contribution to the organization. They are profoundly proud of their employee and perform an advocacy role for the employer in the community. They model accountability as they function as though they owned the organization. Commitment, loyalty, industry, passion, and continuous improvement are a few descriptives for an engaged employee. Engaged employees are those who know what is expected of them, have the tools to do the job, have a job that fits their skills and talents, are supported and encouraged, and have opportunities to learn and grow. ( First, Break All the Rules , Simon & Schuster, 1999)
  • While there are many types of employees relative to employee engagement, the three types espoused by the Gallup organization are easy to understand and widely adopted.
  • These employees take joy in what they do. They plan for and look forward to coming to work. They derive physical strength and intellectual stimulation by working in a healthy, supportive, and positive environment. Gallup Study: Unhappy Workers Are Unhealthy Too More than half of "actively disengaged" employees say their work lives have a negative impact on their health News Releases New York, January 13, 2005 -- The extent to which employees are engaged at work has a dramatic impact on their physical health and psychological well-being, according to a recent Gallup Organization study. Among engaged employees, a clear majority -- 62% -- feel their work lives positively affect their physical health. That number plummets to 39% among "not-engaged" employees and 22% among the "actively disengaged." (For definitions, see sidebar "The Three Types of Employees.") More alarming is the fact that a majority of actively disengaged employees -- 54% -- say they think their work lives are having a negative effect on their physical health. Thirty percent of not-engaged employees and just 12% of engaged employees say the same.

Motivate And Retain Top Talent Preview Motivate And Retain Top Talent Preview Presentation Transcript

  • www.starleadership.us [email_address] 856-258-9022 Written By: Peter Adebi Professional Development Series HOW TO ENGAGE, MOTIVATE AND RETAIN TOP TALENT Preview
  • What We Will Cover The role of culture in cultivating engagement Trends in employee engagement Management practices that reinforce engagement Keys to motivation and retention Benefits of an engaged workforce Strategies to improve engagement and retention Preview
  • What is Employee Engagement? Employee Engagement refers to a worker’s willingness to voluntarily and optimally invest his or her capability and an employer’s commitment to providing the necessary tools and support for the good of the organization. Preview View slide
  • Three Types of Employees Reference: Gallup Management Journal, January 13, 2005 Engaged Employees: Highly dedicated employees who constantly seek ways to improve their contributions to their employer. They work with passion and feel a profound connection to their company. Not-Engaged Employees: These employees put in time at work but not enough interest, passion, or energy. They simply go through the motions or “sleepwalk” through their workday. Actively Disengaged or Disgruntled Employees: Not only are these employees unhappy with their employer, they are busy acting out their unhappiness. They put the organization at risk by undermining its efforts. Preview View slide
  • Benefits of an Engaged Workforce Only 16% of employees worldwide believe engagement levels are high within their organizations .— Melcrum, Employee Engagement Survey (2005) 16% of the US workforce is actively disengaged, costing the US economy upwards of $300 billion in lost productivity .— The Gallup Organization, Employee Engagement Index Survey (2007) Increasing employee engagement by only 5% can add 2.4% to a business' operating margin; for a $ 3 billion business, this represents an additional operating profit of $ 25 million . —Towers Perrin, Talent Report (2004) Employees who are most engaged perform 20% better and are 87% less likely to leave the organization than those who are not engaged. — Corporate Leadership Council, Employee Engagement Study (2005) Employee Engagement Facts Preview
  • Benefits of an Engaged Workforce Engagement case studies II The extent to which employees are engaged at work has a dramatic impact on their physical health and psychological wellbeing.— Gallup Organization study (2005) . 62% of engaged employees feel their work lives positively affect their health. 22% of actively disengaged employees feel their work lives positively affect their health. Gallup Study: Unhappy Workers Are Unhealthy Too (2005) Preview
  • Practices that Reinforce Engagement Hiring process I Behavioural interview: Research shows that statements received from a candidate during a behavioural interview yields a 55% prediction rate of future on-the-job behaviour, while traditional interviewing has only a 10% prediction rate. Peer interview: In addition to interviewing from an in-depth understanding of the job, peers can assess a candidate’s potential to fit into their team. This is critical to engagement and the new hire’s success. Contact us for assistance with creating your Behavioural Interview Questions. Preview
  • To learn more
    • To learn more about the steps for building a high-performing team, visit Star Leadership® at
    • www.starleadership.us
    • Contact the author at [email_address]