YOU WILL LEARN: *How to Overcome the Challenge of Measuring Employee Engagement *How to define “Employee Engagement“ as it relates to Your Organization. *Why Strategic Management Methodology Misses the “Employee Engagement “ Mark *The Difference between Influence and Control and Why it Matters *How to Recognize What the Data Has Hidden​

1. Copyright 2017 Whose Apple Dynamic Coaching & Consulting. All rights reserved.

2. Copyright 2017 Whose Apple Dynamic Coaching & Consulting. All rights reserved.

3. Certified Personal and Executive Life Coach
Professional Counseling & Coaching Academy
Copyright 2017 Whose Apple Dynamic Coaching & Consulting. All rights reserved.

4. Why
“Employee
Engagement”
Matters

5. How to define
“Employee
Engagement“
as it relates
to Your
Organization.

7. Why Strategic
Management
Methodology
Misses the
“Employee
Engagement “
Mark

8. 5 Immutable
Rules of
Engagement

9. Co-founder
Virtuali,
Incorporated

10. • Discretionary Effort
• Complex Nomological Network
Encompassing Trait, State, and
Behavioral Constructs.

11. “Relating to or denoting certain
principles, such as laws of nature, that
are neither logically necessary nor
theoretically explicable, but are
simply taken as true.”

15. Employee Engagement is an
integral aspect of
Organizational Culture.
Culture is one of the most
important drivers to set, or to
adjust, in order to achieve
long-term, sustainable
strategic outcomes.

16. Long-term success is
dependent upon a culture
that is nurtured and
alive.
It depends on the human
beings who make up the
culture.

17. A comprehensive strategic
plan[1] must necessarily include
cultural considerations.
However, you CANNOT
DEVELOP or MEASURE
employee engagement by
strategic management

23. The only effective change
is sustainable change.
Sustainable change originates
within each individual. It is not
externally based nor can it be
“legislated” by rules and
guidelines.

24. When we move from managing
human resources to valuing and
influencing human beings, we
will be on the path to
sustainable cultural
transformation.

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work practice and education (pp. 327-346). Alexandria, VA, USA: Council on Social Work
Education. ISBN 9780872931688
• [2] Fook, J., & Gardner, F. (2007a). Clarifying our approach to critical reflection. In J. Fook & F.
Gardner (Eds.), Practising critical reflection: A resource handbook (pp. 12–21). Berkshire, United
Kingdom: Open University Press.
• [2a] Fook, J., & Gardner, F. (2007b). The theoretical frameworks underlying critical reflection. In J.
Fook & F. Gardner (Eds.), Practising critical reflection: A resource handbook (pp. 22–39).
Berkshire, United Kingdom: Open University Press.
• [3] Ma, A. (2010). Computer supported collaborative learning and critical reflection: A case study
of fashion consumerism. Interdisciplinary Journal of E-Learning and Learning Objects, 6. 87-102
Retrieved from http://www.ijello.org/Volume6/IJELLOv6p087-102Ma686.pdf
• [4] White, S., Fook, J., & Gardner, F. (2006). Critical reflection: a review of contemporary literature
and understandings. In White, S., Fook, J., & Gardner, F. (Eds.), Critical reflection in health and
social care. (pp. 3-20). Maidenhead: Open University Press. ISBN 9780335218790
• [5] Economic dynamics. BusinessDictionary.com. Retrieved December 12, 2015, from
BusinessDictionary.com website: http://www.businessdictionary.com/definition/economic-
dynamics.html