Employee Engagement: Boosting Productivity and Retention
Details
Objectives:
By the end of the course, participants will be able to:
- Defend the value of employee engagement to an organization and explain it
- Derive learning lessons from the ABC (Antecedents, Behaviors, Consequences) model for engagement
- Design, build and implement the requirements for an engagement culture
- Evaluate and track the impact of engagement on business performance
- Craft specific HR practices aimed at increasing employee engagement
- Identify, develop and champion the required change initiatives
- Build comprehensive employee engagement surveys and interpret their results
Outline
Outline:
- The case for employee engagement
- Today's business reality
- Managing times of changing people
- What people want; employees versus employers wants
- Defining engagement
- Satisfaction versus engagement
- Gallup's Q12 index of engagement
- The engagement business case; the Return on Investment (ROI) of engagement
- The Antecedents, Behaviors, Consequences (ABC) model of engagement
- Why people do what they do
- Carrots or sticks
- The ABC model
- Behavior modification
- The ABC model for behavior modification
- Antecedents at work
- The top engagement antecedents - expectations
- What makes consequences effective
- Consequences that kill engagement
- Positive and negative reinforcement
- Organizational tools to communicate expectations
- Engagement culture
- Things that are important to employees
- The drivers of engagement
- The building blocks of an engagement culture
- Spitzer's eight desires of motivation and engagement
- An employee engagement model
- Two way communication
- Trust in leadership
- Career development
- Employees role in success
- Shared decision making
- Career discussion
- Employee gatherings
- The role of values in building a culture of engagement
- The ROI of employee engagement
- Employee retention funnel
- Research data about engagement metrics
- On-Boarding breakeven point
- ROI of engagement calculations: A practical example
- HR practices for engagement
- The talent war and the cost of losing it
- Building the employee brand; what an engaged employee looks like
- Factors that improve employee engagement
- Activities that organizations can follow to build engagement
- Building high performance teams: a powerful engagement tool
- Employee engagement initiatives
- The CEO: Chief Engagement Officer
- Leadership that ignites passion
- The 'VOICE' framework
- Managing employee engaging events
Checklist of employee engagement best practices
VISION
Global Development for Training (G.D.T) to be the lead international center in training and developing staff, leaders and key people in the world providing the latest modern management
training tools.
Message
Global Development for Training (G.D.T) seeks to provide a robust training base, deliver best services in training, consultancy, strategy which meet global markets need, relying on skillful diverse professional instructors from all over the world, resulting in setting a goal of reaching the highest levels of quality and creativity.
OBJECTIVES
• Participating in developing new generation of manpower that takes their country into
new structured renovation.
• Active contributor, along with international, regional institutions and local communities to develop the training industry
• Support and contribute to pass the idea of investing in developing the human resources.
• Sponsoring self-development programs. Promotion of workshops concepts
• On-going training development programs, seminars and support specialized conferences
• Lead the integration between education and training.
• Support, Sponsoring researches and scientific studies related to training development.
VALUES ...