Employee Engagement For Dummies - Bob Kelleher - ebook

Employee Engagement For Dummies ebook

Bob Kelleher

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The easy way to boost employee engagement Today more than ever, companies and leaders need a road map to help them boost employee engagement levels. Employee Engagement For Dummies helps employers implement the necessary plans to create and sustain an engaging culture, allowing them to attract and retain the best people while boosting their productivity and creativity. Employee Engagement For Dummies helps you foster employee engagement, a concept that furthers an organization's interests through ensuring that employees remain involved in, committed to, and fulfilled by their work. It covers: practical steps to boost employee engagement with your company or team; how to engage different generations of employees; the keys to reduce voluntary employee turnover; practical tools to help retain and engage your employees; processes that will boost employee retention and productivity; hiring the best fits from the start; and much more. * Helps you recognize and understand the impact of positive employee engagement * Helps you attract and retain the best employees Employee Engagement For Dummies is for business leaders at all levels who are looking to better engage their employees and increase morale and productivity.

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Employee Engagement For Dummies®

Published by:John Wiley & Sons, Inc.,111 River Street,Hoboken, NJ 07030-5774,www.wiley.com

Copyright © 2014 by John Wiley & Sons, Inc., Hoboken, New Jersey

Published simultaneously in Canada

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Library of Congress Control Number: 2013952423

ISBN 978-1-118-72579-5 (pbk); ISBN 978-1-118-75606-5 (ebk); ISBN 978-1-118-75618-8 (ebk); ISBN 978-1-118-75626-3 (ebk)

Manufactured in the United States of America

10 9 8 7 6 5 4 3 2 1

Employee Engagement For Dummies

Visit www.dummies.com/cheatsheet/employeeengagement to view this book's cheat sheet.

Table of Contents

Foreword

Introduction

About This Book

Foolish Assumptions

Icons Used in This Book

Beyond the Book

Where to Go from Here

Part I: Getting Started with Employee Engagement

Chapter 1: Basic Training: Employee Engagement Basics

Say What? Defining Employee Engagement

Engagement is not a “program”

There is no “there”: Engagement is a journey, not a destination

Making It Happen: Driving Engagement

Pick Me! Pick Me! Picking the Right People for Engagement

Measure Twice, Cut Once: Measuring and Recognizing Engagement

Chapter 2: The Hard Sell: Making a Business Case for Employee Engagement

What's the Big Deal? Why Employee Engagement Matters

Grow your own: Cultivating customer satisfaction with employee engagement

Profit margin: Driving profits with employee engagement

Danger, Will Robinson! The Dangers of Disengagement

Breeding Ground: Engagement Breeds Innovation (Or Is It the Other Way Around?)

We Are the Champions: Finding and Developing Engagement Champions

Objective Case: Setting Goals and Objectives for Your Engagement Plan

On a Budget: Budgeting for Engagement

Chapter 3: Engagement Gauges: Finding Your Employee Engagement Baseline.

Survey Says: Conducting Employee Engagement Surveys

Working with a consultant

Asking the right questions

Analyzing the results

Communicating the results to your employees

Going forward after a survey

Exit Only: Conducting Exit Interviews

Who to interview and who should do the asking

When to conduct an exit interview

What to ask

Sit! Stay! Conducting Stay Interviews

Who to interview and who should do the asking

What to ask in a stay interview

Measuring Stick: Other Engagement Barometers

Assessing your training investment

Tracking employee referrals

Chapter 4: Motivation Nation: Engagement and Motivation

Outie or Innie? Understanding Extrinsic versus Intrinsic Motivation

Key Club: Identifying Key Intrinsic Motivational Drivers

A No-Malarkey Hierarchy: Putting Maslow's Hierarchy of Needs to Work for You

A Yearn to Learn: Fostering a Learning Culture

Chapter 5: Talk to Me! The Importance of Communication

Mind the Gap: The Great Organizational Communication Fissure

Two-Way Street: Establishing Two-Way Communication

Bob the Builder: Building a Communication Protocol

Tool Time: Maximizing the Various Communication Tools

Face to face

Phone

E-mail

Social media

Putting it all together

He Said, She Said: Resolving Conflict

Identifying your conflict-management style

Resolving conflict with ease

Dealing with difficult people

Ch-Ch-Ch-Ch-Changes: Communicating Change

Talking It Up: Communicating Your Engagement Efforts

Communication Don'ts

Part II: Strategies for Driving Engagement

Chapter 6: Winning Their Hearts and Minds: Driving Engagement with a Sense of Purpose.

Sightseeing: Building Your Line of Sight

Identifying your firm's purpose

Defining your firm's values

Identifying your organization's vision

Building your strategic plan

Promoting your purpose, values, and vision

Be Responsible! Engaging Employees through Corporate Social Responsibility

Chapter 7: People Who Lead People: Engaging Employees through Leadership.

Vice Versus: Management Versus Leadership

The Big 12: Identifying 12 Leadership-Based Engagement Drivers

Top It Off: Leadership Starts at the Top

Purple People Leader: Identifying the Behaviors and Traits of Engaged Leaders

Here Comes the Train Again: Training Managers to Become Engaged Leaders

Put Me In, Coach! Coaching for Engagement

A quick guide to coaching

Using the GROW model

Do This, Not That: Identifying Leadership Best Practices

I feel you, man

Offering a hand up

You're not the boss of me!

Recognize, recognize, recognize

Chapter 8: Talkin’ ’Bout My Generation: Driving Engagement across Generations.

Boom Baby: Attracting, Training, Engaging, and Rewarding Baby Boomers

Attracting and hiring Boomers

Training Boomers

Engaging Boomers

Rewarding Boomers

X Marks the Spot: Attracting, Training, Engaging, and Rewarding Generation X

Attracting and hiring Generation X

Training Generation X

Engaging Generation X

Rewarding Generation X

Y Ask Y: Attracting, Training, Engaging, and Rewarding Generation Y

Attracting and hiring Generation Y

Training Generation Y

Engaging Generation Y

Rewarding Generation Y

Putting It All Together

Chapter 9: Go, Team! Driving Engagement through Team Development

Yay, Team: Identifying Characteristics of an Engaged Team

Stormin’ Norman: Exploring Tuckman's Stages

The forming stage

The storming stage

The norming stage

The performing stage

Putting it all together

From a Distance: Leading Teams from Afar

Team Player: Exploring Team-Building Activities

Running a successful team-building activity

Tackling common challenges

Looking at effective team-building activities

Hit Me with Your Best Shot: Conducting a High-Impact Team Workshop

Chapter 10: Brandy, You're a Fine Girl: Driving Engagement through Branding.

Better Relate than Never: Understanding How Branding and Engagement Relate

Hello, My Name Is _____: Defining Who You Are

Talking It Up: Communicating Your Employment Brand

Branding internally

Branding externally

Tri-Angle: Understanding Tri-Branding

Enlisting your employees as brand ambassadors

Making sure your customers sing your praises

Leveraging other stakeholders in your tri-branding efforts

Chapter 11: Game On! Driving Engagement with Gamification

Paging Mr. Webster: Defining Gamification

But What Does It Do? Understanding What Gamification Does

Get with the Program! Developing a Gamification Program

Pinpointing your business objectives

Identifying desired behaviors

Choosing rewards

Selecting game mechanics

Part III: Selecting the Right Employees to Increase Engagement

Chapter 12: You're Hired! Hiring for Engagement.

Trait Up: Pinpointing Key Behaviors and Traits

Good, Better, Best: Using the BEST Approach for Job Selection and Advancement

Assembling the BEST job description

Looking at a sample BEST characteristics matrix

Mix and Match: The Importance of Diversity

Heads or Tails: Hiring from the Outside or Promoting from Within

Identifying investment employees

Spotting performers

Recognizing potentials

Identifying transition employees

What Newspaper Ad? Leveraging Social Media

Exploring LinkedIn

Using Facebook for recruitment

Connecting with potential recruits on Twitter

Using YouTube to find prospective employees

Making the Sale: Selling Yourself to Prospective Employees

Chapter 13: Why Do You Want to Work Here? Interviewing Job Candidates.

Best in Show: Interviewing the BEST Way

Step 1: Develop your BEST profile

Step 2: Develop your interview questions

Step 3: Conduct preliminary phone interviews

Step 4: Prepare for the face-to-face interview

Step 5: Hold the face-to-face interview

Step 6: Collect input from your selection team

Step 7: Check references

Step 8: Extend an offer of employment

Kick Ask: Asking the Right Questions

Assessing the Candidate's Responses

Weighting questions

Rating answers

Scoring candidates

Chapter 14: All Aboard! Onboarding Techniques to Foster Engagement.

What's the Big Deal, Anyway? The Importance of Onboarding

Brain Swap: Considering Things from the New Employee's Point of View

The Final Countdown: Preparing for a New Employee

What to do before day one

What to do on day one

What to do during week one

Great Expectations: Performance Management and Onboarding

Part IV: Measuring and Recognizing Engagement

Chapter 15: Measure Up: Measuring Performance and Engagement.

Score! Building a Balanced Scorecard to Measure an Organization's Performance

Designing an effective balanced scorecard

Maintaining your balanced scorecard

Communicating results

Take It Personally: Measuring Individual Performance

Team Player: Measuring Team Performance

Measure by Measure: Measuring Employee Engagement

Key metrics for measuring employee engagement

Assessing your team's level of engagement

Chapter 16: Goal! Setting Performance Goals and Conducting Performance Appraisals.

Get Smart: Establishing SMART Performance Goals

Don't Be a Tool: Retooling the Performance Appraisal Process

Building an employee development plan

Conducting 360 assessments

Collecting “more of, same as, less of” feedback

The Secret of Your Succession: Building Succession into Performance Appraisal

Identifying successors

The great disconnect

Leadership development

Chapter 17: You Win! Rewards and Recognition.

The Rewards of Rewarding: Understanding Rewards

Designing a total rewards strategy

Developing your compensation strategy

Avoiding reward pitfalls

Rec Center: Recognizing Employees

Building a recognition program

Setting a recognition budget

Recognition ideas and best practices

Providing positive feedback

Building a celebratory culture

Chapter 18: Help Me! Helping Struggling Employees.

Copping an Attitude: Aptitude- Versus Attitude-Based Disengagement

Determining whether the disengagement comes down to aptitude or attitude

Looking at the reasons for aptitude- and attitude-based disengagement

Plotting employees using the aptitude/attitude matrix

Throw Me a Line! Helping Underperforming Employees

You're Fired! A Word on Firing

Part V: The Part of Tens

Chapter 19: Ten Ways to Engage New Hires

Start Before the First Day

Make the New Hire Feel Welcome on Day One

Load ‘Em Up with Swag

Give the New Hire a Welcome Tour

Stop Making Snoozer Introductions

Recognize That Cliques Exist — Even in the Business World

Introduce New Hires to the C Levels

Take the Mystery Out of It (and Stay More Productive Yourself)

Have New Hires Meet with Key People in the First Month

Set Goals for New Hires

Chapter 20: Ten (Or So) Additional Employee Engagement Resources

Drive: The Surprising Truth About What Motivates Us, by Daniel H. Pink

Investing in People: Financial Impact of Human Resource Initiatives, by Wayne Cascio and John Boudreau

Gallup's State of the American Workplace Report

The Employee Engagement Group

1501 Ways to Reward Employees, by Bob Nelson

How to Win Friends & Influence People, by Dale Carnegie

Shackleton's Way: Leadership Lessons from the Great Antarctic Explorer, by Margot Morrell and Stephanie Capparell

Who's Sinking Your Boat, by The Employee Engagement Group

The University of Windsor Employee Engagement & Development Website

Love ’Em or Lose ’Em: Getting Good People to Stay, by Beverly Kaye and Sharon Jordan-Evans

Business Gamification For Dummies by Kris Duggan and Kate Shoup

Chapter 21: Ten Ways Engaged Employees Help Your Bottom Line

It's All About the Effort, Baby!

Voluntary Turnover Is Expensive

I'm Really Not That Sick!

The Bottom Line Is the Bottom Line

A Happy Customer Is a Returning Customer

Innovate or Perish

Hey, Want to Work for My Company?

“I'll Volunteer”

Doing Well by Doing Good

Can You Expand Your Margins?

About the Authors

Cheat Sheet

More Dummies Products

Guide

Table of Contents

Begin Reading

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Foreword

Wouldn't you love to have a job where you woke up every morning with such a “fire in your belly” that you couldn't wait to get to work? Wouldn't you love it if you could be absolutely passionate about the work in which you're engaged, feeling a sense of deep purpose, meaning, and challenge in what you're doing? Finally, wouldn't it be great if you were so deeply engrossed in your work that you completely lost track of time? These three characteristics — vigor, dedication, and absorption — define a highly engaged employee. No wonder managers are striving to create conditions in which employees can experience high engagement. Those same managers see employee engagement as a sustainable source of competitive advantage that their competitors simply cannot copy. More specifically, they see high employee engagement as something that is valuable, rare, and difficult to imitate.

There is a well-defined logic that links employee engagement to bottom-line results, but several important preconditions, or characteristics of an organization's culture, need to be in place before employees can become highly engaged. These include features such as job challenge and a sense that employees are learning continuously; job autonomy, or the opportunity to work without close supervision; a supportive supervisor; an organizational climate of respect and trust; a work arrangement that matches each employee's desire for work-life fit; and economic security, the belief that your job is not at risk because your employer practices smart management to avoid downsizing. If those conditions are present, employees tend to be highly engaged and committed to their employers, and they intend to stay.

Employee engagement - at the individual, work team, and organizational levels is a topic of great practical importance to employees and to their managers, and there is a strong business case to encourage organizations of every stripe to take steps now to enhance employee engagement. Bob Kelleher's Employee Engagement For Dummies provides solid guidance about how to do just that, whether by promoting a sense of purpose and meaning in the work that an organization does, through leadership and coaching strategies, by harnessing generational values, by developing work teams that really work, by branding, or by gamification. The evidence to date suggests that high employee engagement levels are a win-win for all concerned, and that we all should strive to promote high levels of engagement. Yes, work can be fun!

Wayne F. Cascio, PhD Denver, Colorado

Introduction

In recent years, the business world has reached a consensus: Employee engagement is good for the bottom line. It's a simple equation, really: If you can't satisfy the demands of your clients or customers, you're going to lose business. And the way to reach extraordinary levels of client and customer service is through engaged employees.

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!

Lesen Sie weiter in der vollständigen Ausgabe!