Overview:

Engagement begins even before the employee is hired. The goal is to create a Ready, willing and able employee.

The process begins with the job description that captures the NEED to HAVE competencies required for success on the job. From the description, planning for the interview process to insure that all those involved are looking for the same signals and content information that supports the NEED to HAVE competencies.  The process should include opportunities for the interviewer/s to discuss and analyze what they heard from the candidate. There should be a formal interview process for each candidate with some framework and standards that will allow the candidates to be compared based on fact as well as feeling. The goal for this process is to provide the interviewers tools and a framework for decision making that supports the overall vision, mission and values of the organization as well as acquaints the prospective candidates with what is expected and what from their bank of personal competencies will be important for their success. The framework should include the opportunity for the employee to understand even in the interview, how the position they are applying for impacts the organization's bottom line. The employee should have a clear line of site to the overall mission and vision and ultimate criteria for success of the business. 

Once that framework is clear, all other aspects of the position must align with and support the focus and orientation that is key for the individual's success. They must have the resources to be surrounded with support so that they are willing to preform and they have the support of management to eliminate road blocks to their success, be they tangible or intangible.

This brings the employee to their desk ready and willing to perform. The next challenge is to move them to ABLE to perform by helping them connect emotionally and practically with the mission, vision, and values of the company.  

Organizations need to realize that their ability to articulate the future and to plan ahead is key in keeping employees engaged. Working the way we have always worked, even if it has been success, will not continue to produce the same results. The environment is changing and therefore the focus for the future must also change and that will dictate the need to change the approach and process of engagement. It also can incorporate things that recognize that employment may not be for ever. One San Diego company years ago started paying for continuing education toward a degree. They have been able to attract and retain key talent as needed to support the business and for those that had to move on, they moved with confidence and skills to keep them employed. Over all they have been able to justify their investment. This concept of creating employability or the environment in which individuals can maintain their employability is a part of the engagement process. It is apparent that the days of forever employment in the same role are a part of the past. Even if someone stays with an organization they are compelled by the changing business environment to change the way they work and the things they do to create success.

Our 90 minute discussion will cover the "rules of  engagement", what constitutes engagement, and the keys to insuring that once engaged it is in the right spirit for the right outcomes. Stepping through an entire engagement initiative, participants will engage in thoughts that will help them craft an engagement policy, program and objectives for success in their own company culture and with their own future.

Areas Covered in the Session:

• What is engagement
  
• When does it begin
  
• How does it work
  
• Who is responsible for engaging employees
  
• What role does the employee play
  
• How is engagement linked to corporate success
  
• How is engagement linked to corporate culture

Who Will Benefit:

• Team Leaders
  
• Supervisors
  
• Managers
  
• Directors
  
• HR staff
  
• Senior Management
  
• Business Leaders