Recognizing and Engaging Employees For Dummies

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Нельсон Боб. Recognizing and Engaging Employees For Dummies

Introduction

Part I. Enhancing Employee Engagement through Recognition

Chapter 1. The Quest for Engagement

Chapter 2. Strategies for an Engaged Workforce

Chapter 3. How Recognition Drives Employee Engagement

Part II. The Fundamentals of Employee Recognition

Chapter 4. The Importance of Employee Recognition Today

Chapter 5. The Principles of Employee Recognition

Chapter 6. The Manager’s Role in Recognizing Employees

Chapter 7. Getting Managers to Recognize Employees

Part III. Implementing Recognition throughout the Organization

Chapter 8. Creating a Culture of Recognition

Chapter 9. Engaging and Recognizing Individuals

Chapter 10. Engaging and Recognizing Teams

Chapter 11. Implementing Organizational Recognition

Part IV. Creating and Sustaining a Culture of Recognition

Chapter 12. Recognition and Technology

Chapter 13. Sustaining and Reenergizing Recognition Effor ts

Chapter 14. Troubleshooting Recognition Problems

Part V. Issues and Challenges in Recognizing and Engaging Employees

Chapter 15. Selling Recognition to Senior Management

Chapter 16. Recognizing and Engaging Millennials

Chapter 17. Engaging and Retaining High-Potential Employees

Part VI. The Part of Tens

Chapter 18. Top Ten Ironies of Motivation

Chapter 19. Top Ten Trends in Employee Recognition

Chapter 20. Ten No-Cost Strategies for Recognizing and Engaging Employees

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According to the Harvard Business Review, companies spend over $720 million each year on employee engagement – an amount that is projected to rise to over $1.5 billion per year – yet, employee engagement is at record lows. Just 30 percent of employees are currently considered engaged, according to the Gallup Organization, roughly the same percentage as when Gallup first started measuring the topic over 15 years ago.

What’s wrong with this picture? Why is increasing employee engagement so difficult? There’s no refuting Gallup’s extensive longitudinal research that systematically identified the core variables that distinguish high-performing organizations from their competitive also-rans in the marketplace. But knowing what those organizational pressure points are and positively impacting those variables apparently is more difficult than anyone could have predicted.

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As indicated in the introduction of this book, the percentage of engaged employees in the workforce has remained roughly constant at about 30 percent for at least the last 20 years, even though an increasing amount of time, energy, focus, and financial investment has been exerted annually to expand that percentage. Why is this?

Assuming that organizations sincerely do care about their employees and not just about business success and profits, four reasons come to mind: 1) measured engagement variables are too intangible and subjective, 2) the focus of corrective actions are misplaced, 3) one size does not fit all, and 4) the management of change is too complex.

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