Employee Engagement: A Roadmap for Creating Profits, Optimizing Performance, and Increasing Loyalty | Date: 28 April 2011, 05:52
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Employee Engagement: A Roadmap for Creating Profits, Optimizing Performance, and Increasing Loyalty
By Brad Federman
* Publisher: Jossey-Bass
* Number Of Pages: 256
* Publication Date: 2009-08-10
* ISBN-10 / ASIN: 0470388153
* ISBN-13 / EAN: 9780470388150
Product Description:
"If you think you know everything it takes to attain associate/employee engagement, put yourself to the test. This book provides a holistic approach to engagement that will create the competitive edge required to succeed in this economy."
-- Sharon S. Bilgischer, senior manager, logistics global talent, curriculum and documentation, Wal-Mart Stores, Inc.
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. This timely treatment provides a comprehensive framework, language, and process that genuinely connects People strategy with Business strategy. It offers a research-based blueprint for looking at employee engagement with the same regularity and importance as any other aspect of the organization.
Summary: A Fresh Perspective and "Catch All" on how to Engage Talent
Rating: 5
Employee Engagement: A Roadmap for Creating Profits, Optimizing Performance, and Increasing Loyalty
This book by Brad Federman provides a clear, concise yet wholistic overview of how to implement an employee engagement strategy in your organization. I am not aware of any other "catch all" book on engagement that can serve as a guide and reference for building an engagement process from scratch or improving an existing process.
Also, Mr. Federman shares why the accountability for engagement should be with each and every employee and how engagement is influenced by: the number and strength of bonds an employee has with an organization; high-trust relationships; and resourcefulness. Other practicioners and experts suggest engagement is more a function of leadership capability and/or company culture. My experience aligns with what Mr. Federman espouses: the gains in engagement and perfromance from strategies and processes focused heavily on leadership and culture often plateau at some point and are usually not sustainable. Individual change provides the most exponential and sustainable improvement in discretionary effort and perfromance.
This book is a must read and must have resource for every leader, practicioner or educator responsible for helping drive revenue, profits, performance and/or loyalty within an organization. Kudos to Mr. Federman.
Summary: If you read one book on Engagement, make it this one!
Rating: 5
Brad Federman uses the word "thoughtful" to describe the kind of work organizations should seek in their employees. This word is one of many that describe why this book is special, and uniquely valuable to leaders and their organizations. The Foreword by Tom Schmitt, CEO of FedEx Supply Chain Services, provides a glimpse of what lies in store for the reader. In the next twelve chapters is a master's course on engagement, large anough for the most aspiring leader, and practical enough to include the most tactical question or issue. The book takes a topic that is very difficult to get one's arms around, and defines it in terms that inspire, and take the reader as far as he or she is willing to go. Furthermore, the chapters stand alone as manageable tutorials that become individual building blocks for planning, improvement and the measurement of success. Carefully considered questions at the end of each chapter personalize content and point the reader toward the most vital concepts and next steps. All of this comes together to present the whole picture, from start to finish - saving the reader from doing the wrong thing well, or playing an incomplete hand. Thoughtful. Brilliant. A genie in a bottle!
Summary: THE Sourcebook on Employee Engagement
Rating: 5
Employee Engagement: A Roadmap for Creating Profits, Optimizing Performance and Increasing Loyalty should be read by every CEO, Vice President, Human Resource and Organization Development/Training Executive! It is the place to start if you want to learn about this critical business topic, increase your knowledge if you're already familiar, and tie your practices to business results if you view it only as an HR or Training issue. This work defines what employee engagement really is and shows why it is not employee satisfaction - it is much more powerful. Those who utilize what Brad Federman discusses in this book will see the power of understanding and using employee engagement as a strategy for increasing revenue and profits, lowering employee turnover and enhancing the trust and loyalty of employees, leaders and executives which can lead to increased resourcefulness and business results.
The book is written in two broad sections:
Section One provides a solid overview of what employee engagement is, why having high levels of engagement are critical to your business and why, in many companies, measured engagement levels are low (companies with high levels of employee engagement consistently outperform their competition in terms of revenue). It moves on to discuss the best ways to accurately measure employee engagement, shows that many engagement surveys are flawed in design and focus too much on the manager and provides the nine key Engagement Drivers for any organization. It then provides a survey design foundation, how to best work with feedback and ends with a critical chapter on the key to using employee engagement survey data effectively - building trust and focusing on opportunities instead of avoiding risks.
Section Two contains seven chapters that provide valuable insight and practical steps to take the practice of employee engagement and the data from engagement surveys and turn it into business results. These chapters cover reducing turnover, the best ways to select and onboard new employees, how leaders and executives can foster and enhance employee engagement, how to ensure new managers effectively transition into their new role and how individual employees can increase their level of engagement and produce better business results.
Chapters 11 and 12 should be required reading for all employees from the C-Suite, through HR and Training to the Sales and Customer Service Rep. Chapter 11 dives into the critical fact, lost on all of us from time to time, that everything we do should be focused on the customer and building our relationship with them everyday. To be customer focused organizations need to support three main areas - Sales, Service and their Culture. If your culture is not customer centric your customers will know it, no matter how well trained your Sales and Service reps are.
Chapter 12 is short and to the point - build a culture that encourages employees to be engaged and you will see benefits from that effort. Don't and your competition will pass you by. This chapter gives a model of four ways employee engagement is practiced in organizations today - it is ignored, an event, a process or a strategy. It is a good summary of why an organization should make employee engagement a strategy.
Each chapter ends with "Questions to ask yourself" that provide a chapter review and help you think through how to put tools and processes into place.
Employee Engagement: A Roadmap for Creating Profits, Optimizing Performance and Increasing Loyalty is a practical and well written guide for navigating through a complex but crucial part of any organization - how can all employees increase their performance to realize better business results?
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