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Employee engagement : a roadmap for creating profits, optimizing performance, and increasing loyalty
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Employee engagement : a roadmap for creating profits, optimizing performance, and increasing loyalty (edit title/settings)

by Brad Federman (Author) (edit contributors)

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Description edit see section history

"If you think you know everything it takes to attain associate/employee engagement, put yourself to the test. This book provides a holistic approach to engagement that will create the competitive edge required to succeed in this economy." -- Sharon S. Bilgischer, senior manager,... read more

Summary edit see section history

Each employee within an organization puts forth discretionary effort; they come to work with a choice of how much effort they are willing to give their company. An engaged employee is a person who is fully involved in, and enthusiastic about, his or her work. These employees care about the... read more (warning: may contain spoilers)

Each employee within an organization puts forth discretionary effort; they come to work with a choice of how much effort they are willing to give their company. An engaged employee is a person who is fully involved in, and enthusiastic about, his or her work. These employees care about the future of the organization and feel a strong emotional bond to the business.
How can an organization create an environment that truly engages its employees in order for the company to flourish?

Employee Engagement outlines a comprehensive framework, language, and process that genuinely helps CEOs and business executives connect their overall “Business” strategy with the human resource, OD, and performance improvement professionals who are responsible for developing the organization’s “People” strategy.

Written by Brad Federman—a leading expert in the field of performance improvement—this research-based book clearly shows how top-level executives and HR professionals can work together to enhance employee performance and ultimately help their organization reach its goals. In addition, the author includes a blueprint for elevating Employee Engagement to the same importance as any other critical aspect of an organization.
Filled with practical ideas and illustrative examples Employee Engagement:

• Provides a clear definition of Employee Engagement
• Identifies drivers of Engagement
• Outlines strategies for measuring Employee Engagement
• Features best practices for responding to Employee Engagement issues and feedback
• Offers a full Employee Engagement program strategy
• Shows how to deploy Employee Engagement as a business strategy

This important resource offers step-by-step guidance for putting in place an effective Employee Engagement program that will create a workplace with more committed employees, a more meaningful environment, build stronger relationships with employees, and ultimately outperform the competition.

This is the book on Employee Engagement!

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Quotes edit see section history

  • “You may have the bodies, but how many souls have left the building?”
  • Popular Highlights from Kindle Customers
  • The degree to which a person commits to an organization and the impact that commitment has on how profoundly they perform and their length of tenure.
    Highlighted by 10 Kindle customers
  • The core skills related to innovation are problem solving, creativity, and collaboration.
    Highlighted by 5 Kindle customers
  • Productivity relates to how connected each employee is to the mission of the organization.
    Highlighted by 4 Kindle customers
  • The larger the variance between the espoused and the actual culture, the more likely employee engagement is negatively impacted.
    Highlighted by 4 Kindle customers
  • Currently, studies estimate that only 11 to 29 percent of employees are fully engaged in their work.1,2
    Highlighted by 4 Kindle customers
  • the survey process is followed by focus groups to gain more insight and clarification, or leadership-led engagement discussions that are used to build trust and understanding and to focus energy with regard to the factors that will help an organization perform better.
    Highlighted by 4 Kindle customers
  • “How do we create an environment that encourages connections or mutually beneficial bonds?”
    Highlighted by 4 Kindle customers
  • We should acknowledge their efforts not as a strategy, but because it is right to do so.
    Highlighted by 3 Kindle customers
  • Selection and on-boarding are fantastic tools to brand your company, reduce learning curves, promote early successes, increase productivity, and reduce attrition. And if well-thought-out, selection and on-boarding practices serve as public relations tools as well.
    Highlighted by 3 Kindle customers
  • The implication is that this pace has caused many of us to focus on efficiency and treat even our relationships as transactional. Many managers cannot tell you what their employees’ career goals are or how their employees prefer to be recognized. Why? The number-one reason I hear from managers is, “I don’t have the time.” They don’t feel they have the time, and yet the definition of being a manager is all about making the time for your employees.
    Highlighted by 3 Kindle customers
Show all 11 quotes from this book

First Sentence edit see section history

In March, 2003, my life changed. I was no longer working with my old company. After almost nine years, we parted ways.

Table of Contents edit see section history

Table of Contents

Section One: Engagement Foundations
The Case for Employee Engagement: Connections versus Transactions
It’s Not Just the Manager, Stupid!
Measure Twice, Cut Once
Thanks for the Gift
It Boils Down to Two Things

Section Two: Engagement Applications
They Lost the Game on Turnovers
Bring Them On
Engaging Leaders, Engaging Cultures
How Much Can You Bench?
What Is Your MPV?
Eye of the Customer
Reaping the Rewards

Authors & Contributors edit see section history

  1. Brad Federman (Author)

Classification edit see section history

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