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Get In-Stock Alert. Delivery not available. Pickup not available. About This Item We aim to show you accurate product information. Manufacturers, suppliers and others provide what you see here, and we have not verified it. See our disclaimer. This book provides a holistic approach to engagement that will create the competitive edge required to succeed in this economy.
Specifications Publisher Wiley.
Positive company cultures have often been associated with teamwork and service-mindedness. It offers a research-based blueprint for looking at employee engagement with the same regularity and importance as any other aspect of the organization. Torrie Levins rated it really liked it Jun 19, Refworks Print Link Email Request. There is clear and mounting evidence that employee engagement keenly correlates to individual, group, and corporate performance in areas such as retention, productivity, customer service, and loyalty. There is clear and mounting evidence that employee engagement keenly correlates to individual, group, and corporate performance in areas such as retention, productivity, customer service, and loyalty. Update Location.
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Email address. Please enter a valid email address. Some very important things are getting lost in translation. If handled well, middle managers can be the translators and the cultivators of trust. In addition to competing for business priorities, influencing peers, navigating partnerships and finessing office politics on the daily agenda, changes at the executive level create considerable anxiety. CEO turnover is the highest it has been in eight years. With a median CEO tenure of 5. To employees, this feels like whiplash.
The lack of consistency certainly influences studies that indicate fewer than 28 percent of employees truly believe in the strategic direction or trust the leadership of their organizations. Inconsistency in leadership and mistrust from the front-line mounts the pressure, for managers, from above and below. Similar to the pressure from the Earth creating a diamond that is valuable and unique, so is the opportunity for managers to have a considerable impact on the cultures of their organizations.
So what is the ultimate cultural disruptor that every manager can use as an instrument of change?
Without trust, individuals working together are a group and not a team. Trust is the critical element that takes capable and talented people and transforms them into a cohesive group.
The very thing creating a challenge for senior executives in leading organizational change represents an opportunity for managers to have a considerable impact in organizational culture. In her ten years as a middle manager with a global company, one of our clients experienced three changes at the senior level of her organization over a four-year period. What she witnessed with every transition was constant chatter and gossip for months leading up to each change and periods of considerable apprehension following the new appointments.
Employees were in constant fear about their job security and other fellow managers expressed concerns about how new leadership would impact their current place in the organization or advancement opportunities. She was concerned the decline would soon show up in client experience, revenue and profitability, so she spoke to her managing director about assembling a task force to formulate a more productive communication and engagement strategy during periods of change.
She contacted other managers for candid insight having navigated the organization and developed good relationships across other departments.
What she discovered was departments with more localized communication had far less chatter than groups that depended solely on centralized corporate communications. During the task meeting, she and her management colleagues had an open discussion about the challenges their teams faced.
They outlined their purpose and made a direct connection between their purpose and the purpose of their organization. This process became an elevated and trust-building position. Year 2 14 Language English. Displaying Editions 1 - 10 out of Employee engagement : a roadmap for creating profits, optimizing performance, and increasing loyalty by Brad Federman.
Employee Engagement: A Roadmap for Creating Profits, Optimizing Performance , and Increasing Loyalty by Brad Federman () [Brad Federman] on. Editorial Reviews. From the Inside Flap. Each employee within an organization puts forth Employee Engagement: A Roadmap for Creating Profits, Optimizing for Creating Profits, Optimizing Performance, and Increasing Loyalty 1st Edition .
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Employee engagement : a roadcarte for creating profits, optimizing performance, and increasing loyalty by Brad Federman. Employee engagement by Brad Federman. San Francisco, Calif. Home About Help Search.