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®
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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
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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
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
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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!
