Building a Successful Strategy to Drive Employee Engagement
Employee engagement has become a top priority for organizations today. As more organizations are starting to connect employee engagement back to the overall profitability, customer experience and success of the business, there is a misperception that employee engagement can easily be created by simply offering a fun work environment, good pay and unexpected perks. However, in driving employee engagement, businesses need to build a dynamic strategy goes beyond these basic elements. In our presentation, we’ll provide pertinent insight to the pillars of driving employee engagement, which include addressing triggers of disengagement and the importance of building a strong corporate culture. We’ll offer ideas that your organization can follow and can incorporate into your strategy to help retain employees and increase overall productivity.
- Identifying the ideas that are fundamental in driving employee engagement
- Discuss popular employee engagement misconceptions that are commonly found across organizations regardless of size, industry or location
- How to properly evaluate and assess employee engagement levels
- Learn how to create a culture of engagement that can be instilled in your workplace
For Deborah LaMere, it really is all about the people. As vice president of employee engagement at human capital management software company Ceridian, LaMere, 39, was tasked with aligning the company’s people strategies with its business strategies. Her first step was moving away from once-a-year performance management meetings to more continuous coaching and people development discussions.
While this is a move many companies are trying to make, LaMere developed performance development discussion guidelines for employees and managers as a way to lay the groundwork for productive conversations between managers and employees. This and other employee-centric initiatives — including a formal career path program that helps employees move both vertically and laterally throughout the company — have increased employee engagement by 21 percent over the past two years.