Agile Engagement

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Richardson Todd. Agile Engagement

Preface

Part I. The Engagement Engine

Chapter 1. Engagement and Culture Redefined: (Or, Why Culture Belongs in the Boardroom)

Defining Employee Engagement

Defining Workplace Culture

Chapter 2. Happiness Versus Engagement: (Or, Why Free Snacks Fall Short)

Chapter 3. Common Misconceptions: (Or, Why Culture Isn't Just HR's Problem)

Misconception #1: Culture Is Just HR's Problem

Misconception #2: Cultures Are Static

Misconception #3: One Size Fits All

Chapter 4. Cross-Industry Engagement: (Or, Why You Don't Have to Sell Software to Be Cool)

Dig Deeper

Part II. The Workplace of Now

Chapter 5. Workplaces without Borders: (Or, Why the War for Talent Has Gone Global)

Access

Legal Tools

Chapter 6. Working Across Generations: (Or, Why Variety Is the Spice of Work)

Variety Is Invaluable

Managing Millennials

Chapter 7. Free Agents on the Rise: (Or, Why We're Finally Free to Be You and Me)

Why Freelance Works

Managing Freelance Talent

Chapter 8. Partnering with Purpose: (Or, Why Partners Must Mesh with Your Culture)

Screening Outside Partners

Shifting Mindsets

Chapter 9. Trending Telework: (Or, Why Coffee Shops Are the New Corner Offices)

Where Work Gets Done

Working Remotely

Chapter 10. Culture-Friendly Policies: (Or, Why Overlegislation Rarely Pays Off)

Work Expectations

Chapter 11. Recruiting Revolution: (Or, Why Hiring for Intangibles Makes a Tangible Difference)

A Lifelong Desire to Learn

Insatiable Curiosity

Adaptability

Learning Agility

Mental Discipline and Clarity

Imagination

Willingness to Be Wrong and the Humility to Learn

Chapter 12. Technology Revolution: (Or, Why Technology Turned the Tables on How We Work)

Digital Transformation

Technology Trends

Technology Upended Work

Chapter 13. Mobile Revolution: (Or, Why It's Okay to Leave Early for Your Kid's Soccer Game)

Reaching Your Audience

Cutting through the Clutter with Mobile Apps

The Best of Mobile

Chapter 14. Resulting Challenges: (Or, Why Too Much of a Good Thing Is a Bad Thing)

Infobesity

Overworked Employees

Potential Solutions

Chapter 15. HR of the Past: (Or, Why Manufacturing and Unions Forged HR)

The Rise of HR

The Bureau of Labor and Unions

The Growth of HR after WWII

The Civil Rights Era and Transition into the 1980s

Age of Technology

Decline of HR's Popularity

Current Role of HR

Strategic Shifts in HR

Chapter 16. HR of the Future: (Or, Why HR Is More Than Forms, Filing, and Firing)

The War for Talent

HR Leaders

Wave of the Future

Part III. The Engagement Canvas

Chapter 17. Engagement Canvas and Emplify Score Overview

The Rise of People Analytics

Enter the Engagement Canvas and Emplify Score

Engagement Canvas Inspiration

Navigating the Engagement Canvas

Completing the Canvas

Chapter 18. Why You Exist: Engagement Canvas Box 1

Tips for Crafting and Communicating Your Why

Alignment

Chapter 19. Key Strategies: Engagement Canvas Box 2

Chapter 20. Key Metrics: Engagement Canvas Box 3

Chapter 21. Engagement Exemplified: Engagement Canvas Box 4

Constituencies

Chapter 22. Unique Organizational Characteristics: Engagement Canvas Box 5

Chapter 23. Communication Channels: Engagement Canvas Box 6

Chapter 24. Culture Statements: Engagement Canvas Box 7

Make It Authentic

Make It Specific

Chapter 25. Culture Aspirations: Engagement Canvas Box 7

Create a Culture BHAG (Big, Hairy, Audacious Goal)

Make Progress Every Day

Believe in the Worthiness of Your Aspiration(s)

Chapter 26. Resources Applied: Engagement Canvas Box 8

Chapter 27. Emplify Score: Engagement Canvas Box 9

Summary of Engagement Construct

Four Views of Engagement

Employee Engagement Model

Chapter 28. Three Key Employee Needs: Engagement Canvas Box 10

Chapter 29. Engagement Canvas FAQs

Part IV. The Practice of Engagement

Chapter 30. Speak with One Voice: (Or, Why Conformity Is Good Sometimes)

Chapter 31. Brand What's Important: (Or, Why Marketing Should Live in HR)

Chapter 32. Treat Employees Like Customers: (Or, Why We're All Created Equal)

Realize Looks Matter

Secure Marketing Resources

Create an Employee Advisory Board

Regularly Solicit and Act on Employee Feedback

Ask Employees to Drive Meaningful Change

Implement Employee-Related Change Management Strategies

Educate and Enlighten HR Staff

Trickle-Down Effect

Chapter 33. Leverage Data: (Or, Why There's No Shame in Nerdiness)

Chapter 34. Set a Communication Cadence: (Or, Why Routine Is Anything but Routine)

Chapter 35. Allow for Autonomy: (Or, Why We All Need Some Space)

Subcultures Are Agile Incubators for Ideas

Subcultures Are Grassroots

Subcultures Bind People to the Organization

Chapter 36. Make It Personal: (Or, Why Nobody Leaves Their Personal Life at Home)

Connect on a Deeper Level

Care for the Whole Employee

Chapter 37. Earn Trust: (Or, Why Trust Is the Foundation of Everything Else)

Intuitions Come First; Reasoning Comes Second

What Happens Between Two Brains When They Interact

Are You Warm or Are You Competent?

How Do We Get People to Trust and Collaborate with Us?

Chapter 38. Expel Poor Culture Fits: (Or, Why One Bad Apple Spoils the Bunch)

Worth the Effort

Chapter 39. Communicate with Employees: (Or, Why Mobile Apps Simplify Everything)

Simplification Is Key

Conclusion

Acknowledgments

Author Biographies

References

Index

WILEY END USER LICENSE AGREEMENT

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To our loving parents, who prepared us to face life's challenges with humility, energy, and appreciation for all the blessings bestowed upon us.

To all employees who desire true engagement in their work lives. May this book help enlighten organizations around the world and make our dream of full engagement for all workers a reality.

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If you are in HR or executive leadership, it is not your job to single-handedly create the culture. Align and strategize, but remember that it is about we not me. Just like it can't all happen at once, it can't come all from one place. Ask the question, “Who do we want to be when we grow up?” Ask employees to define driving forces, and take time to make them collectively yours.

Wil Boren, former vice president and general manager of Biomet Zimmer, explains, “Team members know when an organization is truly being genuine about the importance of culture. You cannot outsource assistance in this area. You must truly seek to engage your employees in shaping what will ultimately be your company's legacy, its enduring culture,” (Boren, 2016). How do you impose culture? You don't impose it. Although you may tailor input discussions to various groups (leaders, influencers, or employees) differently, involve everyone. You're all part of this. Figure out what's working and what's not working, and move forward accordingly.

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