Thousands of companies have jumped on the engagement bandwagon over the past decade. he core idea makes sense; that is, employees who enjoy their work and care about the company will be easier to retain, sell more products, work harder and even contribute more innovations to drive success.
In a competitive marketplace, there’s no shortage of CEOs who tout the quality of their workforce as a differentiating edge. A solid engagement initiative, rooted in regular measurement, corresponding training and actions, and strong communication with workers, puts some teeth behind those words, and can reinforce the image of a caring management among the folks who make it tick.
The topic resonates deeply with many CEOs. That gut-level faith is probably justified. Then again, no one really knows for sure if the money, time and effort being devoted to engagement really generate the kinds of returns CEOs envision.
Author: John Engen
Source: Chief Executive
Subjects: Best Practices, Human Resources, Management