The Essential Guide To Employee Engagement: Better Business Performance Through Staff Satisfaction | by Sarah Cook | ISBN: 9780749449445. Human Capital Management. Personnel Management. Employee Welfare Program.
The Essential Guide To Employee Engagement: Better Business Performance Through Staff Satisfaction
by Sarah Cook
ISBN:9780749449445
Drawing on a wide range of case studies and examples, this book explores how managers can engage their staff to become more productive, engender greater levels of customer satisfaction, drive organizational success and retain talented employees.
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The Essential Guide To Employee Engagement—Better Business Performance Through Staff Satisfaction
Preface
Chapter 1 – What is Employee Engagement?
WHAT IS EMPLOYEE ENGAGEMENT?
A DEFINITION OF EMPLOYEE ENGAGEMENT
THE POWER OF THE CUSTOMER
CUSTOMER EXPERIENCE
THE POWER OF THE EMPLOYEE
IS EMPLOYEE ENGAGEMENT A WESTERN PHENOMENON?
IDENTIFYING ACTIVELY ENGAGED EMPLOYEES
EMPLOYEE COMMITMENT AND SATISFACTION DOES NOT EQUATE TO ENGAGEMENT
ENGAGEMENT VERSUS SATISFACTION AND LOYALTY
THE BENEFITS OF EMPLOYEE ENGAGEMENT
EMPLOYEE ENGAGEMENT AND HUMAN CAPITAL MANAGEMENT
EMPLOYEE ENGAGEMENT AND THE PERCEPTION OF THE HR FUNCTION
IS EMPLOYEE ENGAGEMENT WORTH THE INVESTMENT?
Checklist
Chapter 2 – Beginning an Employee Engagement Programme
GAINING BUY-IN
THE STARTING POINT
MEASURING EMPLOYEE ENGAGEMENT
EMPLOYEE ENGAGEMENT SURVEYS
PROPRIETARY SURVEYS
DIFFERENT LEVELS OF EMPLOYEE ENGAGEMENT
ASSESS YOUR CURRENT LEVELS OF EMPLOYEE ENGAGEMENT
EXAMPLE ENGAGEMENT SURVEY QUESTIONS
POSITIONING THE SURVEY
Chapter 3 – Identifying the Key Drivers Of Engagement For Your Business
USING THE RESULTS OF EMPLOYEE ENGAGEMENT SURVEYS
FOCUS GROUP DISCUSSION ABOUT ENGAGEMENT
FEEDING BACK THE RESULTS
SUMMARIZING THE FINDINGS
IMPORTANCE AND IMPACT
Chapter 4 – Developing An Employee Engagement Strategy
THE PROCESS OF DEVELOPING A STRATEGY
THE WIFI MODEL
USING WIFI IN YOUR ORGANIZATION
HOW TO INTERPRET YOUR SCORE
TRANSFORMATIONAL CHANGE
CREATING AN EMPLOYEE ENGAGEMENT PROGRAMME
WORK BREAKDOWN STRUCTURE
FOUR STAGES OF AN EMPLOYEE ENGAGEMENT PROGRAMME
DEFINING ROLES AND RESPONSIBILITIES
THE PROJECT SCOPING PROCESS
PLANNING RESOURCES
WORKING WELL AS A PROJECT TEAM
Chapter 5 – Well-Being
WHAT IS WELL-BEING?
MOTIVATION
AFFILIATION AND MEANING
CORPORATE SOCIAL RESPONSIBILITY (CSR)
THE EMPLOYER BRAND
BRAND AND ORGANIZATIONAL VALUES
A PROCESS FOR DEFINING ORGANIZATIONAL VALUES
TRANSLATING VALUES INTO BEHAVIOURS
A REMINDER
INCREASED WORKLOAD AND STRESS LEVELS
WORK–LIFE BALANCE
THE LONG-HOURS CULTURE
DIFFERENT TYPES OF FLEXIBLE WORKING
EMPLOYEE WELFARE
JOB DESIGN AND RESOURCES
FEELING VALUED
Chapter 6 – Information
WHERE ARE WE GOING?
COMMUNICATING A CLEAR SENSE OF DIRECTION
BEING CLEAR ON TERMINOLOGY
DEVELOPING A VISION OF THE FUTURE
CREATING A COMPELLING ORGANIZATIONAL VISION
COMMUNICATING THE VISION IN AN ENGAGING MANNER
STRATEGIC GOALS
KEEPING PEOPLE INFORMED
USING DIFFERENT MEDIA
INTERNAL COMMUNICATIONS DEPARTMENT
MAKING INFORMATION INTERACTIVE AND CONTINUOUS
Key learning point
BEST PRACTICE IN INTERNAL COMMUNICATIONS
PERSONAL PRESENCE AND IMPACT
HELPING SENIOR LEADERS TO IMPROVE THEIR COMMUNICATION STYLE
Chapter 7 – Fairness
RESPECTING THE INDIVIDUAL
RECRUITMENT AND SELECTION
INDUCTION
PERFORMANCE MANAGEMENT
REVIEWING THE ‘WHAT’ AND THE ‘HOW’
LEARNING AND DEVELOPMENT
CAREER DEVELOPMENT AND SUCCESSION PLANNING
TALENT MANAGEMENT
REWARD AND RECOGNITION
Chapter 8 – Involvement
THREE LEVELS OF INVOLVEMENT
THE ROLE OF LINE MANAGERS
COACHING AND FACILITATION SKILLS
INVOLVEMENT WITH OTHER TEAMS
INVOLVEMENT WITH SENIOR MANAGERS
SENIOR MANAGERS AS ROLE MODELS
INTERNAL COMMUNICATIONS DEPARTMENTS
Chapter 9 – Agents For Change
Overview
EMPLOYEE CHAMPIONS
ABILITY TO READ THE POLITICAL LANDSCAPE
INFLUENCING SKILLS
COACHING SKILLS
MARKETING SKILLS
THE KEY ROLE OF LEADERS
LEADERSHIP PRACTICES
BUILDING EMPLOYEE ENGAGEMENT
PROVIDING ONGOING DEVELOPMENT FOR LEADERS
HELPING LEADERS IDENTIFY THEIR DEVELOPMENT NEEDS
ENGENDERING TRUST
COMMUNICATE, COMMUNICATE, COMMUNICATE
DEVELOPING LISTENING SKILLS
PERSONAL REFLECTION
USING FEEDBACK
PEOPLE JOIN ORGANIZATIONS AND LEAVE BOSSES
THE INFLUENCE OF LINE MANAGERS
SUPPORT AND CHALLENGE
THE LINK TO FEEDBACK
BELIEFS ABOUT FEEDBACK
EFFECTIVE MANAGEMENT DEVELOPMENT
WHAT TYPE OF ENVIRONMENT DO YOU CREATE?
Chapter 10 – Sustaining A Focus On Employee Engagement
ENGAGEMENT SCORES BEGINNING TO RISE
CONTINUE MEASURING AND BENCHMARKING
IS EMPLOYEE ENGAGEMENT A STRATEGIC GOAL?
EMBEDDING EMPLOYEE ENGAGEMENT
CONCLUSION
References
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