Improving Organizational Performance through Enhanced Employee Engagement

Why Just Telling Employees What You Want Them to Do is Not Enough!

Instructor :
Pete Tosh

Webinar ID:
10981

Date: JUN 06, 2024 (THU)

Start Time: 10 am PT

Duration: 90 Mins.

What you will learn

  • Employee Compliance is Not Engagement
  • Why Just Telling Employees What You Want Them to Do is Not Enough
  • What is Employee Engagement: Characteristics of Engaged Employees
  • The Business Case for Increasing Employee Engagement: Financial Impact
  • Employee Compliance is Not Engagement
  • Why Just Telling Employees What You Want Them to Do is Not Enough
  • What is Employee Engagement: Characteristics of Engaged Employees
  • The Business Case for Increasing Employee Engagement: Financial Impact
  • How Companies Are Utilizing Employee Engagement: Learn From The Best
  • The Significance of Your Role as A Manager: Why great Managers are Catalysts
  • How Great Managers Release Their Employees’ Potential
  • How to Utilize Manager – Employee Touch Points Tactics and more…

Course Description

Businesses today are striving to generate greater productivity, quality, customer satisfaction and profitability with “fewer employees”. And Employee Engagement is a proven method for doing just that!

Engaged employees:

  • Expend discretionary effort doing more than they are asked
  • Are motivated toward the organization’s success
  • Work the hardest, stay the longest and perform to their capabilities

Employee Engagement has been well researched in studies by: Gallup, Towers Watson, Hay Group, DDI, The Conference Board, WorldatWork, Blessing White & Aon Hewitt

The research has shown that engaged employees generate:

  • Higher profitability
  • Enhanced customer satisfaction
  • Increased productivity
  • Less absenteeism
  • Less turnover
  • Fewer accidents

One study found that companies with the highest levels of Employee Engagement have a significantly greater increase in stock price.

When leadership teams become aware of these economic benefits of engaged employees, they usually want to take advantage of the opportunity and avoid ‘leaving money on the table’.

Join Now!

Businesses today are striving to generate greater productivity, quality, customer satisfaction and profitability with “fewer employees”. And Employee Engagement is a proven method for doing just that!

Engaged employees:

  • Expend discretionary effort doing more than they are asked
  • Are motivated toward the organization’s success
  • Work the hardest, stay the longest and perform to their capabilities

Employee Engagement has been well researched in studies by: Gallup, Towers Watson, Hay Group, DDI, The Conference Board, WorldatWork, Blessing White & Aon Hewitt

The research has shown that engaged employees generate:

  • Higher profitability
  • Enhanced customer satisfaction
  • Increased productivity
  • Less absenteeism
  • Less turnover
  • Fewer accidents

One study found that companies with the highest levels of Employee Engagement have a significantly greater increase in stock price.

When leadership teams become aware of these economic benefits of engaged employees, they usually want to take advantage of the opportunity and avoid ‘leaving money on the table’.

Join Now!

Why you should attend

Engaged employees:

  • Are motivated toward the organization’s success
  • Take pride in their work, suggest improvements, pursue self-development,
  • Expend discretionary effort, say good things about their organization
  • Plan to stay

Organizations have a huge opportunity to benefit from a more engaged workforce because only approximately 30% of employees are engaged:

  • With approximately 50% unengaged – going through the motions; not performing to their capabilities
  • And the balance of 20% are disengaged – unhappy at work and their mission is to make sure their co-workers are also unhappy

Employees’ Engagement needs are logical – such as:

  • Being told what’s expected of them
  • Having the materials and equipment they need
  • Receiving periodic recognition and praise
  • Feeling their supervisor cares about them

Any supervisor who’s willing can improve his/her team’s level of engagement because there are practical ways to increase Employee Engagement.

Disney for example:

  • Trains its supervisors in the Engagement Coaching practices and behaviors expected of them
  • Gauges their supervisors’ performance through Employee Engagement Surveys
  • Holds their supervisors accountable using coaching, goals, appraisals, merits, bonuses and promotions

Supervisors are the key to engaging employees. The 2 factors that have the greatest impact on an employee’s degree of engagement are:

  • the employee’s relationships with his/her immediate supervisor
  • whether his/her supervisor is meeting the employee’s few engagement needs

And your supervisors have multiple daily Engagement Coaching opportunities to:

  • strengthen the relationship
  • listen, learn and coach
  • enhance the employee’s engagement and performance

Enroll Now!

Engaged employees:

  • Are motivated toward the organization’s success
  • Take pride in their work, suggest improvements, pursue self-development,
  • Expend discretionary effort, say good things about their organization
  • Plan to stay

Organizations have a huge opportunity to benefit from a more engaged workforce because only approximately 30% of employees are engaged:

  • With approximately 50% unengaged – going through the motions; not performing to their capabilities
  • And the balance of 20% are disengaged – unhappy at work and their mission is to make sure their co-workers are also unhappy

Employees’ Engagement needs are logical – such as:

  • Being told what’s expected of them
  • Having the materials and equipment they need
  • Receiving periodic recognition and praise
  • Feeling their supervisor cares about them

Any supervisor who’s willing can improve his/her team’s level of engagement because there are practical ways to increase Employee Engagement.

Disney for example:

  • Trains its supervisors in the Engagement Coaching practices and behaviors expected of them
  • Gauges their supervisors’ performance through Employee Engagement Surveys
  • Holds their supervisors accountable using coaching, goals, appraisals, merits, bonuses and promotions

Supervisors are the key to engaging employees. The 2 factors that have the greatest impact on an employee’s degree of engagement are:

  • the employee’s relationships with his/her immediate supervisor
  • whether his/her supervisor is meeting the employee’s few engagement needs

And your supervisors have multiple daily Engagement Coaching opportunities to:

  • strengthen the relationship
  • listen, learn and coach
  • enhance the employee’s engagement and performance

Enroll Now!

Areas Covered

I. Employee Compliance is Not Engagement

  • Compliance is short term, forced adherence because there are penalties for noncompliance
  • Engagement is sustained, enthusiastic & willing performance
  • Why just telling employees what you want them to do is not enough?

II. What is Employee Engagement?

  • Characteristics of Engaged Employees
  • Three Levels of Engagement
  • Strategy + Employee Engagement = Strategy Execution

III. The Business Case for Increasing Employee Engagement

  • Highlights of the Research Studies some involving Multiple-Industries, over 20 years, with large Samples of Front-Line Employees and Managers
  • Why Engagement is Worth the Effort

IV. Companies Utilizing Employee Engagement

  • Numerous Brand Name Organizations have Found that their Facilities with High Engagement have Lower Turnover, Fewer Accidents as well as Higher Productivity and Profitability

V. The Significance of Your Role as A Manager

  • The responses to Engagement Questions are Based More on Employees’ Opinions of Their Immediate Manager – Than the Policies of the Company
  • Managers can Impact an Employee’s Discretionary Effort by 20% or More
  • Why great Managers are Catalysts

VI. How Great Managers Release Their Employees’ Potential:

  • Utilizing Manager – Employee Touch Points
  • The Employee Performance Needs Most Correlated with Positive Business Outcomes
  • Numerous Practical Ways for Managers to Meet Each of The Employee Performance Needs Most Correlated with Positive Business Outcomes
  • The Secondary Set of Core Employee Engagement Needs

VII. What About Pay?

I. Employee Compliance is Not Engagement

  • Compliance is short term, forced adherence because there are penalties for noncompliance
  • Engagement is sustained, enthusiastic & willing performance
  • Why just telling employees what you want them to do is not enough?

II. What is Employee Engagement?

  • Characteristics of Engaged Employees
  • Three Levels of Engagement
  • Strategy + Employee Engagement = Strategy Execution

III. The Business Case for Increasing Employee Engagement

  • Highlights of the Research Studies some involving Multiple-Industries, over 20 years, with large Samples of Front-Line Employees and Managers
  • Why Engagement is Worth the Effort

IV. Companies Utilizing Employee Engagement

  • Numerous Brand Name Organizations have Found that their Facilities with High Engagement have Lower Turnover, Fewer Accidents as well as Higher Productivity and Profitability

V. The Significance of Your Role as A Manager

  • The responses to Engagement Questions are Based More on Employees’ Opinions of Their Immediate Manager – Than the Policies of the Company
  • Managers can Impact an Employee’s Discretionary Effort by 20% or More
  • Why great Managers are Catalysts

VI. How Great Managers Release Their Employees’ Potential

  • Utilizing Manager – Employee Touch Points
  • The Employee Performance Needs Most Correlated with Positive Business Outcomes
  • Numerous Practical Ways for Managers to Meet Each of The Employee Performance Needs Most Correlated with Positive Business Outcomes
  • The Secondary Set of Core Employee Engagement Needs

VII. What About Pay?

Who is this course for

  • Human Resource Professionals
  • Supervisors
  • Team Leaders
  • Business Owners
  • Senior Executives
  • Entrepreneurs
  • Personal Development Specialist
  • Human Resource Professionals
  • Supervisors
  • Team Leaders
  • Business Owners
  • Senior Executives
  • Entrepreneurs
  • Personal Development Specialist

Instructor Profile

Pete Tosh is Founder of The Focus Group, a management consulting and training firm that assists organizations in sustaining profitable growth through four core disciplines. Pete is co-author of Leading Your Organization to the Next Level: The Core Disciplines of Sustained Profitable Growth....

Pete Tosh is Founder of The Focus Group, a management consulting and training firm that assists organizations in sustaining profitable growth through four core disciplines:

  • Maximizing Leadership Effectiveness
  • Strategic Planning
  • Implementing Strategic HR Initiatives
  • Enhancing Customer Loyalty

The Focus Group has provided these consulting and training services to manufacturing and service organizations across the U.S., Canada, Europe and the Middle East. Pete has worked closely with the leadership teams of organizations such as Exxon, Brinks, EMC, State Farm, Marriott, N.C.I. YKK and Freddie Mac.

Pete is co-author of Leading Your Organization to the Next Level: The Core Disciplines of Sustained Profitable Growth.

Pete holds a B.A. degree in Psychology from Emory and Henry College and Master’s degrees in both Business Administration and Industrial Psychology from Virginia Commonwealth University.

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