Employee Engagement: Engage, Connect, and Perform

EMPLOYEE ENGAGEMENT

ENGAGE, CONNECT, AND PERFORM

A Guide to Building a High-Performance Work Culture

BY KIMBERTLY A. JONES, MBA, SWP

FOREWORD

BY SANDRA DESHIELDS HIGHTOWER

470 Dacula, Rd., #211

Dacula, GA 30019

Copyright © 2023 by Kimbertly A. Jones, MBA, SWP

All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means without written permission from the author.

ISBN 978-0-9990059-4-1

eBook: ISBN 978-0-9990059-5-8

Library of Congress Number: 2023907358

Printed in USA by Johnston Lithograph

Disclaimer: The viewsexpressed do not necessarily represent the viewsof the Department of Health and Human Services, the Centers for Disease Control and Prevention or the United States Government. Moreover, the views expressed in this book are intended for entertainment and informational purposes only. Please seek advice from a licensed financial and/or legal professional.

DEDICATION

This book is dedicated to remarkable individuals who have played a pivotal role in shaping my professionaljourney. Withover30yearsofexperience spanning across various industries, I have been fortunate to receive support in the form of coaching, mentorship, and friendship. These relationships have provided me with a firm footing in leadership and managementprinciplesrootedinemotionalandsocial intelligence.

My gratitude goes out to Mr. Don Trippy and Mr. Rex Barnum for your guidance during my military service. Much of the person that I am today I owe to eachof you. To Tanya, I am deeply indebted to youfor your foundational teachings in corporate leadership and management principles, which continue to guide me to this day.

I extend my sincerest appreciation to Louis and Vera, my entrepreneurial mentors, for the invaluable

opportunities to learn and for sharing your wisdom and insights with me. To my federal civil service family - Ernest, Jenn, Avis, Sandra, Sheila, Reggie, and SusanI have integrated lessons from each of you into my ongoing growth and development. My journey would be incomplete without each of you.

To my SHRM family, Johnny thank you for your leadership, my “Speaker Bureau” brothers and sisters, and staff thanks for your continued support! To Kathy, you are simply amazing! I am humbled by your continued support. Thank you for the opportunities, insights, wisdom, and your friendship! My literary journey would be incomplete without you! Happy 75th Anniversary to the SHRM organization!

Lastly, I reserveaspecialthanksformy wife, Sheryl, who is the love of my life, confidante, sounding board, champion, and, above all, my best friend. Life without you is unimaginable, and I cherish every moment of our journey together.

FOREWORD

Kimbertly A. Jones has once again proven his expertise in the field with his timely and informative guide on "Employee Engagement". As a Business Owner and former Leader in Human Resources Management and Workforce &Career Development, I have had the honor of knowing and working with Kim and can attest to his brilliance in crafting literary resources that meet the real-time needs of business leaders and Human Resources practitioners.

In the wake of the Covid-19 pandemic, employee engagement declined with organizations experiencing a surge in disengaged employees. This book reflects Kim's passion and expertise in strengthening and building both individual and organizational employee engagement capacity. Through a well-researched and intuitive approach, Kim takes readers on a literary journey, providing a how-to guide for addressing and

leveragingstructural,operational,andculturalmatters thatyield positivebusinessoutcomesthrough building a highly engaged workforce.

Kim's 30 plus years of experience as an expert on employee engagement, coupled with his leadership and business management acumen, are exquisitely captured in this guide. His recommended best practices will enable you to meet employees where they are and provide them with a safe workplace to share their perspectives, beliefs, and feedback, ultimately resulting in superior customer service, productivity, and profitability for your organization.

Overall, this guide is an essential must-read for any organizationalleaderorHumanResourcespractitioner looking to create and foster a workplace culture that values and prioritizes employee engagement.

Sandra DeShields Principal, Continuum Services, LLC

INTRODUCTION

“Employee engagement is the art and science of engaging people in authentic and recognized connection to strategy, roles, performance, organization, community, relationships, customers, development, energy, and happiness to leverage, sustain and transform work into results.”

DAVID ZINGER Author and Employee Engagement Expert

Connecting With Your Employees

I have spent the better part of over three decades working across multiple work sectors, (Military, Corporate, Entrepreneurial, Non-Profit and Federal Civil Service) each of these experiences has taught me valuable lessons when leading people, none more important than that employees will return to you that which you have invested in them! The above quote by David Zinger highlights the many adjectives necessary

for both leaders and employees to coexist within the workplace that help sustain and positively transform performanceintoresults. Asleaders,wemustinvestin our people as they are the most valuable assets to any organization. One of the leadership philosophies I learned and adopted early in my career began while serving in operation management for FedEx Express stemmed from its’ founder, Fred Smith where he believes “if you take care of yourpeople, theywilltake care of you” This lesson has never left me in all these years. I immediately understood that the quality of a leaders’ engagement with employees determines the quality of organizational results. My experiences have further taught me that highly engaged leaders provide their employees with open and clear communications that allow staff to understand and most importantly, connecttheworktheydo to the organization’s mission and ultimately its success.

Why A Highly Engaged WorkforceMatters?

As leaders, it is imperative that we understand the importance of why employee engagement plays a critical role in the success of an organization. A highly engaged workforce leads to increased productivity,

reduced turnover, and better customer satisfaction. However, engaging employees can be challenging, especially when leading and managing a multigenerational and multiculturally workforce. These emerging segments of today’s workforce population require managers to possess the skills that can help blend talents and experiences in a seamless manner towards achieving organizational success. The dynamics among different generations and cultures can greatly impact the overall employee experience due to the many perspectives and unique collection of characteristics that contribute to the organizational workplace culture.

Multigenerational Identities

For the first time today’s managers areexperiencing five generations in the workforce that span more than 70 years, fromapproximately1945to thepresentday. See the following generational diagram:

Traditionalist Baby Boomers Generation X Millennials (Gen. Y) Generation Z

4 EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT, AND PERFORM

These generations working side-by-side can bring about workplace challenges due to a multitude of different perspectives, experiences and rationale that drive employee behaviors. Today’s managers must be equipped with both social and emotional intelligence within their toolbox of experiences to successfully manage workplace generational differences that demonstrate a high degree of self-awareness. Leaders who show they can connect with employees’ needs and respond in a positive and efficient manner are often more successful with developing a constructive workplace culture. Leaders must ensure they become familiar with the many characteristics associated with various generations and cultures to achieve a highperformance work culture. The following are some characteristicsrecommendedformanagerstobecome familiar:

Multigenerational Characteristics

Traditionalists, (Before 1945): Tend to be extremely loyal and look to build a lifetime career with one employer. They often want to make a lasting contribution and believe in conformity, authority, rules, and possess a strong morality. Moreover, they

dislikeconflict,are meticulousandmaypreferworking fewer hours.

Baby Boomers, (1945-1964): Possesses a hardworking disposition and are highly productive. They are achievement oriented and somewhat perfectionists. However,theyarelesscapableofadaptingtochanging environments. This generation are often excellent mentors, believe that seniority matters and are passionate about making a positive difference in their organizations.

Generation X, (1965-1980): Are generally effective managers and great revenue generators. They often adapt well in changing environments, are excellent problem-solvers and collaborators. This generation tends to possess an entrepreneurial spirit, prefer to work alone and at times can be extremely skeptical. Theydonotacceptoccurrencesonface-valueandmay harbor some distrust until they experience a proven outcome. Moreover, this generation is extremely selfreliant and believes they are solely responsible for determining their career path.

Millennials (Gen. Y), (1981-1995): Possesses deep knowledge of their area of expertise, are extremely

resourceful in leveraging new opportunities and enjoy working collaboratively with others. This generation seeks praise for their contributions as they grew up receivingrecognition fornearly every accomplishment and believe performance should outweigh seniority.

Generation Z, (After 1995): Are entrepreneurs and self-startersinnature theytakeprideinbeing realistic, pioneering and at times may appear somewhat cynical. This generation value honesty and are often well prepared, tech savvy and multi-taskers. Moreover, they possess a sense of self-awareness and work diligently to improve their people management skills.

Note: The generational diagram timeline may differ depending on the resource. As an analyst practitioner, I shared this version in this guide as it has been the model I have become accustomed to for nearly 15 years. Another version may work equally as well.

Multicultural Identities

Our cultural composition is responsible for shaping individuality that influences our belief systems, behaviors, and overall personal identities. Cultural diversity occurs when multiple cultures, races and

ethnic groups are represented in society. Similarly, within the workplace managers must foster a work environment that is inclusive of different employees’ backgrounds, ethnicities, races, sexual orientation, andpoliticalviews. Whendonecorrectly, diversityand inclusionprovideorganizationswiththeabilitytobuild highly functioning teams from different backgrounds, talent andexperiences that produce the creativityand innovation necessary to drive organizational success. The following are some types of workplace diversity characteristics that leaders may encounter:

Multicultural Identity Characteristics

Age Generation: Represent both older and younger employees who may experience discrimination or disparate treatment in the workplace. Leaders must ensure career advancement, programs, trainings, etc., are available to all age groups within the workforce.

Ethnic, Race and Cultural Differences: Ethnic, Race andCultural differencescontinue to be an issue within the present-day workplace. Leaders must ensure a zero-tolerance policy exists to prevent employees fromdisplayingdiscriminatingbehavior.Managerscan ensure the development and implementation of

cultural sensitivities training and diversity awareness programs are established in the workplace.

Gender: Represent both female and male employees to receive equity and fairness in terms of pay, career advance and leadership roles. Traditionally, pay and leadership gaps exist among females compared to their male counterparts in the workplace as menas 30 percent more likely to be promoted to a managerial position. Leaders must ensure gaps closure strategies are implemented and executed to prevent gender discrimination through equity and fairness regarding hiring, pay, opportunities and promotions.

LGBTQIA2S+: Represent an acronym used to identify Lesbian, Gay, Bisexual, Transgender, Queer, Intersex, Asexual and Two-Spirit people collectively. Leaders must foster a workplace environment of acceptance and respect that potential workplace discrimination and conflict. Developing and implementing diversity training and other programs can help employees accept differences among another that help improve the sharing of information and collaboration that contribute to the success of the organization. The following are the basic terms for LGBTQIA2S+:

▪ Lesbian: A woman who has a significant attraction, primarily to member of the dame gender, or who identifies as a member of the lesbian community.

▪ Gay: Typically associated with men, is one who has significant attraction primarily to members of the samegender orsex, orwho identifies as amember of the gay community.

▪ Bisexual: Isthepotentialtobesexuallyattractedto people of more than one sex and/or gender, not necessarily at the same time, way, or degree.

▪ Transgender: Is an umbrella term for those whose genderexpressionoridentity isnotcongruent with the sex assigned at birth and/or whose gender is not validated by the dominant culture.

▪ Intersex: A general term used for a variety of body types inwhich aperson is born withareproductive or sexual anatomy that does not fit into the sex binary.

▪ Asexual: Is an umbrella term for those to tend not to have a sexual desire towards others; However,

asexual may experience romantic attraction and engage in sexual behaviors.

▪ Two-Spirit+: Is a cultural identity used by some indigenous people who have both masculine and feminine spirits. The plus currently represents some 47 other self-designations that an individual may identify.

MentalandPhysicalHealth: Representabroadvariety of disabilities both mental and physical where employees have a difficult time navigating within their workplace environments. Leaders must ensure they providereasonableaccommodations as definedunder Title I of the Americans with Disabilities Act (ADA), reasonable accommodations [is a modification or adjustment to a job, work environment, or manner things are usually done during the hiring process] to employees who may require additional assistance to function and manage within their working environments.

Religious/Spiritual Beliefs: Represent employees who practice both Christian and non-Christian religious observances, beliefs, andviewpoints. This may include not acknowledging traditional religious holidays,

attendingofficepartiesorevents.Leadersmustensure organizational policies and work culture exist to prevent managers from taking disparate actions against employees who seek religious or spiritual accommodations or co-workers making derogatory comments.

What is Required of Leaders to Effectively Manage Employee Engagement?

To manage employee engagement, today’s leaders must develop and implement effective engagement plans aligning with their overall strategies as well as meeting the needs of their employees.

The steps involved with developing an effective employee engagement plan include assessing current employee engagement levels, setting goals and objectives,identifyingengagementdrivers,developing a communication strategy, providing training and development career opportunities, recognizing, and appreciating employees, and continuously monitoring and evaluating the plan.

Ongoing monitoring and evaluation are essential to thesuccessof an employee engagement plan. Leaders must leverage engagement data to drive continuous

EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT, AND PERFORM

improvementandintegratekeyelementsofsuccessful engagement initiatives, such as clear goals, effective communication, and employee recognition programs. By repeating successful outcomes and updating their plans as needed, leaders can drive sustained success and engage their employees in ways that lead to a thriving and productive workplace.

ThePurposeof This Guide

The purpose of this guide is to provide actionable steps for leaders to improve employee engagement in the workplace, with a focus on leading and managing a multigenerational and multicultural workforce. The content covers areas such as assessing engagement levels, setting goals and objectives, developing a communication strategy, offering training and career development opportunities, employee recognition, andappreciationprograms,measuring,andevaluating engagement, to include monitoring and revising engagement plans.

Eachchapterwithinthisguidecontains actionsteps to aid practitionerswithdevelopingand implementing a robust employee engagement process. Moreover, this guide waswritten to help leaderscreatea positive

and inclusive workplace culture that promotes and supports employee engagement, motivation, and productivity, resulting in improved performance for the organization.

Reoccurring Themes

Throughout this guide, several reoccurring themes emerged regarding employee engagement. These themes include:

1. Assessment and goal setting: Leaders need to assess the current engagement levels of their employees to identify areas for improvement and set clear and specific goals and objectives for their engagement plan.

2. Communication and collaboration: Effective communication and collaboration are crucial components of implementing a successful employee engagement plan. Leaders must develop a communication strategy to promote transparency, open dialogue, and a sense of shared purpose among employees.

EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT, AND PERFORM

3. Training and development: Leaders can enhance employee engagement by providing opportunities for professional development, such as workshops, courses, and mentoring programs,tohelpemployeesgrow andadvance in their careers.

4. Recognitionand appreciation: Recognizingand appreciating employees is an important aspect of building a positive workplace culture that supports engagement and motivation.

5. Monitoring, updating, and revising: Ongoing monitoring, evaluation, and revision of employee engagement plans are essential to drive continuous improvement and sustained success.

These reoccurring themes highlight the importance of understanding and addressing the various factors that contribute to employee engagement, buy-in and motivation. Emotional and social intelligence will continuetobemusthaveskillsetsthatmanagersneed to possess. By recognizing and connecting with their employee needs, leaders become better equipped

with taking proactive steps to engage employees and create a positive and supportive workplace culture. By doing so allow leaders to improve the organization’s overall productivity, reduction in turnover costs, and enhance business reputation and profitability.

CHAPTER I

EMPLOYEE ENGAGEMENT

“Employee engagement is the emotional commitment the employee has to the organization and its goals.”

KEVIN KRUSE Author, Keynote Speaker

What Employees Want from YourOrganization?

Employee engagement is a critical factor in driving organizational success. When employees feel engaged and motivated, they are more likely to be productive, motivated, and committed to their work. However, understanding what employees want from their organization is crucial to fostering engagement and ensuring that employees feel valued and supported.

EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT AND PERFORM

This chapter will explore the various factors that employees consider important when evaluating their engagement with their organization. These factors include employee recognition and appreciation, opportunities for growth and development, a sense of purpose, alignment with organizational goals, a supportive and inclusive workplace culture, and a healthy work-life balance.

Recognition and Appreciation

One of the most important factors that employees consider when evaluating engagement with their organization is recognition and appreciation. This includes receiving recognition for their contributions, being acknowledged for their achievements, and feeling valued for their work. When employees feel recognized andappreciated, theyaremorelikelyto be motivated, engaged, and inclined to remain with their organization. The following are some recommended action steps that organizational leaders can take to recognize and appreciate their employees:

1. Provide regular feedback and performance evaluations: Leaders should provide regular feedback and performance evaluations that

highlight employees' efforts, accomplishments, and strengths. This helps employees to feel valued and provides them with opportunities for growth and development.

2. Develop and implement employee rewards and recognition programs: Leaders can implement employee rewards and recognition programs,suchasbonuses,giftcards,andother incentives,toshowappreciationforemployees' contributions.

3. Recognize employees publicly: Leaders can recognize employees publicly, such as through awards ceremonies, employee newsletters, or company-wide emails, to acknowledge their achievements and contributions.

4. Provide personalized recognition: Leaders can also provide personalized recognition, such as handwritten notes or individualized awards, to show employees that they are valued and appreciated.

5. Provide competitive pay: Organizations must ensure they provide hiring managers with upto-date market pay rates. By doing so, helps employees feel valued for the work they perform and establishes a positive outlook for future growth opportunities.

6. Provide flexible work arrangements: Leaders can offer flexible work arrangements, such as telecommuting or flexible schedules, to help employees balance their work and personal responsibilities and to show appreciation for their hard work.

7. Create a supportive work environment: Leaders must create a work environment that promotes teamwork, collaboration, and open communication to show employees they are valued and appreciated.

Opportunities for Growth and Development

Employees also consider opportunities for growth and development when evaluating their engagement withtheirorganization.Thisincludesaccessto training

and development opportunities, the ability to take on new responsibilities, and opportunities to advance within the organization. When employees feel that theirorganizationisinvestedintheirdevelopmentand growth, they are more likely to feel engaged and motivated. Below are some recommended action steps leaderscanimplementforemployeegrowthand development opportunities:

1. Provide employees access to training and development opportunities: Leaders can provide staff with training and development opportunities through in-person workshops, online courses, and other learning and development programs. This helps employees tobuildnewskillsandknowledgeandenhances their professional development.

2. Provide employees with opportunities to take on new responsibilities: Leaders can provide employees with opportunities to take on new responsibilities through job rotations, crossfunctionalprojects,andotherassignments.This helps employees to build new skills, expand their knowledge, and take on new challenges.

3. Provide employees with opportunities to advance within the organization: Leaders can provide employees with opportunities to advance within the organization by creating clear career paths, promoting from within, and mentorship and coaching opportunities. This helps employees to advance their careers and strengthens their commitment to the organization.

When implementing these actionsteps, leaderscan demonstrate to employees that they are invested in theirsuccessandthattheyvaluetheircontributionsto the organization. These demonstrated acts help foster engagement,drive performance,andenhancesoverall organizational success.

A Purposeand Alignment with Organizational Goals

Another key factor that employees consider when evaluatingtheirengagement isa sense of purposeand alignment with organizational goals. When employees feel that their work aligns with their personal values and the goals of the organization, they are more likely to feel motivated and engaged. A clear understanding of the organization's mission and goals, and how

employees' work supports these objectives, can help fosterasenseofpurposeandalignment. Thefollowing are some recommended action steps that leaders can take to help employees connect with organizational mission and goals:

1. Communicate the mission and goals clearly: Leaders should clearly communicate the organizationalmissionandgoalstoallstaff.This includes ensuring that employees understand the purpose of the organization and how their work aligns with its goals.

2. Involve employees in goal setting: It is crucial forleaderstoactivelyincludetheirworkforcein the process of defining goals. This can be achieved through tactics such as team discussions, questionnaires, or alternative techniques for obtaining employee input. In doing so, leaders can align organizational objectives with the values and aspirations of their employees, fostering a sense of responsibility, attachment, and dedication towards the company's aims.

EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT, AND PERFORM

3. Provide opportunities for employee input: Leaders should offer employees opportunities to give their input and suggestions. This can be done through suggestion boxes, suggestion committees, or other methods of gathering employee feedback. By providing employees with opportunities to give their input, leaders can ensure that their goals are aligned with employeevalues, interests,andthatemployees have a sense of ownership, connection, and commitment to achieving organizational goals.

4. Celebrate success: It is essential for leaders to commend achievements and appreciate the efforts made by employees. This can be executed through formal incentives and acknowledgement initiatives, or more casual approaches like team meals or corporate gatherings. By highlighting successes and valuing employee input, a feeling of pride and proprietorship is cultivated, which in turn elevates staff engagement and motivation.

5. Connect employees with the impact of their work: It is vital for leaders to assist employees in grasping the connection between their work and the organization's overarching objectives and mission. Leaders can accomplish this by maintaining consistent communication with staff, conducting performance evaluations, or employing alternative feedback mechanisms. By emphasizing the importance of employees' contributions,leaderscanboostmotivationand involvement, ultimately propelling the organization's performance forward.

Taking these action steps, leaders can help employees connect with the organization’s mission and goals while enhancing their engagement and motivation. Acquiring this level of leadership buy-on helps drive performance and the organizations to achieve their business goals.

A Supportiveand InclusiveWorkplaceCulture

Asupportiveandinclusiveworkplacecultureisalso critical to employee engagement. This includes creating a workplace culture that values and supports employees, promotes diversity and inclusion, and

fosters collaboration and teamwork. Organizations that promotes a workplace culture that is supportive, inclusive, and fosterspositive relationships experience a high-performance work culture through greater employee engagement and improved organizational performance. Below are some recommended action steps that leaders can take to develop a supportive and inclusive work culture:

1. Establish a clear commitment to diversity and inclusion: It is essential for leaders to demonstrate a strong commitment to fostering diversity and inclusion within the organization. Leaders can achieve this by incorporating these principles into the organization's values, guidelines, and business programs, as well as routinely communicating and offering training opportunities to all employees.

2. Foster open and respectful communication: It is crucial for leaders to promote honest and respectful interactions among all staff. This can be achieved through engaging in team-building exercises, implementing frequent feedback

channels, and utilizing various strategies to boost collaboration and teamwork.

3. Encourage diversity of thought and ideas: Leaders should encourage diversity of thought and ideas and create an environment where all employees are comfortable with sharing their views and ideas. This can be accomplished with diversity and inclusion training programs, as well as through creating opportunities for employeesto collaborateandwork togetheron projects and initiatives.

4. Address bias and discrimination: It is essential for leaders to confront any occurrences of bias and discrimination, create a work environment devoid of harassment and unfair treatment. This can be done by establishing well-defined policies and procedures, in addition to offering consistent training and educational programs.

5. Foster a sense of belonging: Leaders should buildasenseofbelongingamongallemployees, regardless of their race, gender, religion, or differences. This can be achieved through

EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT, AND PERFORM

creating opportunities for employees to connect and engage with one another, and through encouraging employees to share their unique perspectives and experiences.

A Healthy Work-Life-Balance

Finally, employees also consider a healthy work-life balance when evaluating their engagement with their employer. This includes flexible work arrangements, paid time off, and support for balancing work and personal responsibilities. A workplace that supports a healthy work-life balance helps to reduce stress and burnout and can improve employee engagement and performance. The following are some recommended actionsteps thatleaderscantaketo supporta healthy work-life balance for employees:

1. Offer flexible work arrangements: Leaders can offer flexible work arrangements, such as remote work, flexible hours, and part-time schedules, to support employees in balancing their work and personal responsibilities. This can help reduce stress and burnout and improve employee well-being.

2. Encourage the use of paid time off: Leaders should encourage employees to use their paid time off, and make sure that the organization provides adequate time off to help employees recharge and avoid burnout. This can help improve employee well-being, increase productivity, and reduce the risk of burnout.

3. Provide resources and support for stress management: Leaders can provide resources and support for stress management, such as employee assistance programs, counseling services, and wellness programs. By doing so, canhelpemployeesbettermanagethestressof balancing work and personal responsibilities and avoid burnout.

4. Encourage breaks and down-time: Leaders should encourage employees to take breaks and down-time throughout the day, and provide opportunities for them to disconnect from work, such as through lunch breaks, meditation breaks, and other relaxation opportunities.

EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT, AND PERFORM

5. Lead by example: Leaders can set an example for work-life balance by taking breaks, using paid time off, and prioritizing their own wellbeing. This can help create a culture of wellbeing and encourage employees to follow suit.

By takingthesesteps, leaders can supporta healthy work-life balance for employees and help prevent burnout. Thiscan help improveemployee overallwellbeing, increase productivity, and contribute to organizational success.

CHAPTER II

HIGH-PERFORMANCE WORK CULTURE

“Companies with positive cultures that promote trust, respect, collaboration and professional development for their employees are often able to recruit and retain top talent.”

Libby Gill

Author, Leadership Speaker & Executive Coach

Leadership Commitment and Responsibilities for Building a High Performing Work Culture

Leadership commitment and responsibility play a critical role in driving employee engagement and creating a high-performance work culture. Leaders have a responsibility to create an environment that supports employees values, promotes engagement, and drives organizational success.

EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT AND PERFORM

This chapter explores the responsibilities and commitments of organizational leaders in developing and implementing employee engagement strategies, that fosters a positive and inclusive workplace culture, communicate organizational goals and expectations, provide opportunities for growth and development, and effectively manage and lead positive change.

Fostering a Positiveand InclusiveWorkplace Culture

Leaders can foster a positive workplace culture by providingopportunitiesforemployeeinvolvementand engagement, and by promoting a sense of belonging and community within the organization. The following are some recommended action steps that leaders can take to create a positive and inclusive workplace culture:

1. Promote diversity and inclusion: Leaders can promote diversity and inclusion by actively recruiting, hiring, and retaining a diverse workforce, and by providing training and resources to support cultural competence and understanding. This can help create a more inclusive workplace culture and foster greater collaboration and teamwork.

2. Foster open communication: Leaders can foster open communication by encouraging employees to share their opinions, ideas, and feedback, and by promoting a culture of transparency and honesty. This can help build trust and improve collaboration and teamwork within the organization.

3. Encourage collaboration and teamwork: Leaders can encourage collaboration and teamwork by promoting a team-oriented work culture, and by providing opportunities for employees to work together on projects and initiatives.In doingso,canhelpfosterapositive and inclusive workplace culture and improve employee engagement and job satisfaction.

4. Provide employees with involvement and engagement opportunities: Leaders can provide opportunities for greater involvement and engagement among employees by creating employee resource groups, conducting regular town hall meetings, and seeking employee feedback on workplace policies and initiatives.

EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT AND PERFORM

Implementingthisstep can helpemployeesfeel valued and involved and improve workplace morale and productivity.

5. Promoteasenseofbelongingandcommunity:

Leaders can promote a sense of belonging and community by creating opportunities for employees to socialize, network, and build relationships, in conjunction with recognizing and celebrating employee achievements and milestones. In doing so, leaders can help build stronger relationships and foster a positive and inclusive workplace culture.

CommunicateOrganizationalGoals and Expectations

Leaders must embrace the responsibility to clearly communicateorganizationalgoalsandexpectationsto employees. This includes providing clear direction, setting goals and expectations, and ensuring that employees understand how their work aligns with organizational goals. By clearly communicating organizational goals and expectations, leaders can foster a sense of purpose and alignment that drives engagementandperformance.Thefollowingaresome

recommended action steps that leaders can take to clearly communicate organizational goals and expectations to employees:

1. Provide clear direction: Leaders can provide clear direction by outlining the mission, vision, and values of the organization, and by communicating how employees can contribute to these goals. This can help employees understand the direction of the organization and feel more connected to its purpose.

2. Set goals and expectations: Leaders can set goals and expectations by creating SMART (specific, measurable, attainable, relevant, and time-bound) goals for employees, and by providing regular feedback and performance evaluations. By doing so, leaders can help employees understand what is expected of them and stay focused on their work.

3. Align work with organizational goals: Leaders can ensure that employees understand how their work aligns with organizational goals by connecting individual tasks and responsibilities

EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT AND PERFORM

to larger initiatives and communicating regular progressand outcomes. Implementation of this action step can help employees see the impact of their work and feel more engaged with the organization.

4. Foster open communication: Leaders can foster open communication by providing regular opportunities for employees to ask questions, provide feedback, and share their thoughtsandideas.Thiscanhelpbuildtrustand transparency and create a more collaborative work environment.

Provide Opportunities for Growth and Development

Leaders have a responsibility to provide employees with opportunities for growth and development, such as training and development programs, mentorship opportunities, and opportunities for advancement. By investing in employee development and growth, leaders show that they value and appreciate employees, and drive engagement and performance. The following are some action steps that leaders can

take to provide employee with opportunities for growth and development:

1. Offer training and development programs: Leaders can offer training and development programs to help employees acquire new skills and knowledge and grow in their careers. This can include in-person workshops, online courses, or on-the-job training.

2. Create mentorship opportunities: Leaders can create mentorship opportunities to help employees learn from experienced and knowledgeable professionals. This can include formal mentorship programs, or informal relationships with colleagues.

3. Provide opportunities for advancement: Leaders can provide opportunities for advancement by offering promotions, or by creating internal job postings that allow employees to take on new responsibilities and challenges. This can help employees grow in theircareersandfeelmorevaluedandengaged with the organization.

4. Encourage continuous learning: Leaders can encourage continuous learning by creating a culture that values and supports ongoing professional development. This can include allowing employees to attend conferences and events or providing financial support for continuing education.

Effectively Manageand Lead Change

Leaders also have a responsibility to effectively manage and lead change within their organization. This includes effectively communicating changes, engaging employees in the change process, and ensuring that employees understand the rationale behind changes. By effectively managing and leading change, leaders can ensure that employees remain engaged and motivated, and that the organization remains competitive and successful. The following are somerecommended actionsteps thatleaderscantake to effectively manage and lead change within their organizations:

1. Communicate change effectively: Leaders can effectively communicate changes by being transparent and clear about what is happening,

why it is happening, and what it means for employees. This can include holding town hall meetings, sending out emails or memos, or holding one-on-one meetings with employees.

2. Engage employees in the change process: Leaders can engage employees in the change process by involving them in decision making and encouraging their input and feedback. This can help employees feel more invested in the change, and more committed to making it successful.

3. Ensure understanding of the rationale behind changes: Leaders can ensure that employees understand the rationale behind changes by providingcontextandexplainingthebenefits of the change. This can help employees feel more supportive of the change, and more motivated to help make it a success.

4. Provide support and resources: Leaders can provide support and resources to help employees through the change process. This

40 EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT AND PERFORM

can include providing training or offering support and guidance to help employees transition to new ways of working.

5. Monitor and evaluate the change process: Leaders can monitor and evaluate the change process to ensure that it is proceeding as planned, and to identify and address any challenges or obstacles that may arise.

Leaders play a critical role in driving employee engagement and creating a high-performance work culture. Byfosteringapositiveandinclusiveworkplace culture, clearly communicating organizational goals and expectations, providing opportunities for growth and development, and effectively managing and leading change, leaders can ensure that their organization is a great place to work, and that employees are motivated and highly engaged.

By taking these steps, leaders can help employees understand and embrace change, and ensure that it is managed effectively and successfully. This can help organizations achieve greater agility, flexibility, and competitiveness,thatcanhelpemployeestofeelmore connected, engaged, motivated, and valued.

CHAPTER III

EMPLOYEE ENGAGEMENT LEVELS

“Highly engaged employees make the customer experience. Disengaged employee break it.”

TIMOTHY R. CLARK Author, Founder & CEO: LeaderFactor

TheVarious Levels of EmployeeEngagement

Employee engagement is a critical component of a high-performing work culture. It is the level of commitment, motivation, and involvement that employees have in their work and their organization. Engaged employees are more productive, more motivated, and more likely to remain with their organization, which is why it is important to understand and monitor engagement levels.

EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT AND PERFORM

This chapter will discuss the various levels of employee engagement and how to assess measure engagement in your organization. Additionally, this chapter will examine the link between engagement levels and productivity, and why it is important to understand and monitor engagement levels to drive organizational success. The following are recognized levels of engagement:

Actively Disengaged

Actively disengaged staff represent approximately 15-20%ofU.S.workerswhoareunhappywiththeirjob and their organization, and who are actively spreading negativity. These employees are less productive, less motivated, and more likely to leave their organization.

Disengaged

Disengaged employees represent 50% of the workforce who are not committed to their work or their organization. They may be going through the motions, but they are not fully invested in their work or their organization. These employees are less productive, and less motivated.

Neutral

Neutral employees represent 20-25% of the workforce who are not particularly engaged or disengaged. They may be satisfied with their work and their organization, but they are not particularly invested or motivated. These employees are of average productivity.

Engaged

Employees represent 10-15% of the workforce who are committed to their work and their organization. They are motivated, productive, and likely to remain with their organization.

Highly Engaged

Employees represent 5% of the workforce who are fully committed to their work and their organization. They are extremely motivated, productive, and more likely to remain with their organization.

Figure3-1Heatmapillustratestheimpactzone of each employee engagement level.

44 EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT AND PERFORM

Figure3-1 EmployeeEngagement Heatmap

The employee engagement heatmap pictured in figure 3-1 is color coded as follows; Actively Disengaged: is represent by dark red to mid red, Disengaged: range in color from mid red to mid orange, Neutral: range in color from light orange, yellowspectrumtolightgreen, Engaged: rangeincolor from light green to mid green and Highly Engaged: from mid-green to dark green.

The color-coded employee engagement heatmap provides a visual representation of the levels of engagementamongemployeesinanorganization.The use of different colors for each engagement level allows for a quick and easy understanding of the overall level of engagement within a workforce.

Additionally, the color coding helps to highlight the areasthatneed improvementandcanprovide insights into where efforts to increase employee engagement

shouldbefocused. Forexample, if a significant portion of the workforce is in the Disengaged or Actively Disengagedcategories, effortscanbe madeto identify the reasons for their disengagement and develop strategies to improve their engagement levels.

Note: The percentage of employee engagement level may vary by definition of measurement, industry, company size and other factors. These variances may impact reported percentages.

The following are some recommended action steps that leaders can take to engage employees at all engagement levels:

1. Address the root causes: Leaders should first understand the reasons behind employee’s disengagement, whether it is related to work environment, workload, lack of recognition or personal-related.

2. Open communication: Encourage open and honestcommunication betweenthe leaderand the employees, listen to their concerns and provide a safe space for employees to voice their opinions.

3. Provide opportunities for growth: Offer opportunities for growth, such as training and staff development programs, mentorship, and advancement.

4. Foster a positive workplace culture: Leaders should promote a positive workplace culture that supports and values staff, encourages collaboration and teamwork, and promotes diversity and inclusion.

5. Provide employees with meaningful work: Leaders must ensure that employees are engaged in meaningful work that aligns with theirskills andinterests and provides asense of purpose and fulfillment.

6. Offer flexible work arrangements: Support employees in finding a healthy work-life balance by offering flexible work arrangements and opportunities for paid time off.

7. Recognition and appreciation: Demonstrate appreciation for the hard work and input of staff, while offering constructive feedback to support personal growth and development.

8. Hold managers accountable: Ensure that managers are held accountable (recommend connecting to managers performance plan elements) for promoting engagement and fostering a positive work environment and provide them with the resources and training they need to succeed.

It is important to assess and measure engagement levels in your organization to understand where staff stand in terms of their engagement, and to identify areas where improvement is needed. As discussed in this chapter, there are several methods for assessing and measuring engagement, including employee surveys, focus groups, and performance metrics. The linkagebetweenengagementlevelsandproductivityis well established. Engaged employees are more productive, and more likely to produce better results for their organization. This is why it is important to understand and monitor engagement levels, and to

work to increase engagement levels within your organization.

Remember, employeeengagementlevels serveasa barometer that can gauge the temperature, health, and success of an organization. By applying the recommended action steps outlined in this chapter leaders can assess the levels of commitment, motivation, and involvement of their employees to reengage those who are disengaged and actively disengaged in effort of building a more engaged and productive workforce that drives organizational success.

“

CHAPTER IV

QUIETLY QUITTING AND QUIETLY FIRING

Quiet quitting and quiet firing are a result of a passive aggressive culture festering in the workplace!”

GETTY IMAGES

Publisher

EffectiveLeadership Through BetterEmployee Engagement

The success of an organization largely depends on effective leadership, which can be challenged by employeeswhoquietlyquitandmanagerswhoquietly fire staff. Quiet quitting refers to situations where employees disengage from their roles and the organization without officially resigning. On the other hand, quiet firing is when leaders exclude employees

50 EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT AND PERFORM

from work-related activities such as meetings and assignments without publicly announcing their removal from the organization. These situations can pose significant challenges for leaders attempting to manage disengaged employees.

The impact of quietly quitting and quietly firing can cause detrimental outcomes to an organization's culture, productivity, and morale. Employees who quietly quit can spread negativity and disengagement behaviorsthroughout theworkforce, whileemployees who are quietly fired can feel betrayed, demoralized and outcasted from the organization. In both cases, the overall organizational performance often suffers.

Thus, leaders need to proactively manage these situations and minimize their impact. This chapter will explore why employees quietly quit and managers quietly fire and the various strategies leaders can use to better manage quiet quitting and quiet firing within the workplace before they become major problems.

Why Do Employees Quietly Quit?

Employees who quietly quit may become less communicative, avoid taking on new projects or responsibilities, and generally disengage from their

work. According to Gallup, (September 2022), quiet quittingaccountforatleast50%oftheU.S.workforce. More alarmingly, this trend is spreading virally on social media among millions of people with analysts fearing this phenomenon could get worse. According to the poll, during the second quarter of 2022, the number of engaged workers was 32% with a small portion of actively engaged at 18 percent indicating the lowest decline between these two levels of engagement in nearly a decade. The following are some common reasons why employees quietly quit:

1. Lackofemployeecareergrowthopportunities: Employees may feel stagnant in their roles and see no opportunities for career growth within the organization.

2. Poor management: When employees feel undervalued, unsupported, and unappreciated by their managers, they may become disengaged and eventually quit.

3. Workload and stress: Employees may feel overwhelmed and stressed by their workload,

leading them to become burnt out and disengaged.

4. Conflict with colleagues: Employees may experience conflict with their manager and/or colleagues or have difficulty working in a toxic workenvironment,leadingthemtoquietlyquit.

5. Personal reasons: Employees may have personal reasons such as family obligations, relocation,orhealthissuesthatrequirethemto leave their job.

It is important for leaders to be aware of these reasons and take proactive measures to address them before employees become disengaged and quietly quit. Bycreatinga positivework environment, offering career development opportunities, and addressing conflicts or stressors, leaders can improve employee engagement and retention. The following are some strategies recommended action steps that managers can use to avoid employees from quietly quitting:

Strategies Managers Can Useto BetterManage

Quietly Quitting from Staff

1. Regularly check in with employees: Managers shouldregularly check inwithemployeesto get a sense of how they are feeling about their job and the organization. By having open and honest conversations, managers can identify potential issues early on and work to address them before employees become disengaged.

2. Provide clear expectations and goals: Managers should provide employees with clear expectations and goals, and regularly provide feedback on their progress. This can help employees stay motivated and feel a sense of purpose in their work.

3. Offer career development opportunities: Employees want to know that they have opportunities for career growth within the organization. Managers should provide training anddevelopmentopportunities,aswellasclear pathways for career advancement.

4. Fosterapositivework environment: Managers should create a positive work environment where employees feel valued, respected, and supported. This includes recognizing and rewarding employees for their contributions and addressing conflicts or toxic behaviors in a timely manner.

5. Beopentofeedback: Managersshouldbeopen to receiving feedback from employees and taking action to address any concerns or issues. This shows employees that their opinions are valued, and that the organization is committed to continuous improvement.

6. Addressworkloadandstress: Managersshould regularly assess employee workload and stress levels and adjust as needed. This could include redistributing tasks, providing additional resources or support, or implementing stressmanagement programs.

The phenomenon of quietly quitting can adversely affect an organization's productivity and morale. However, as discussed in this chapter, there are several strategies that managers can use to avoid quietly quitting, includingregular communicationwith employees, setting clear expectations, offering career development opportunities, creating a positive work environment, being open to feedback, and addressing workload and stress.

Implementing these strategies requires effort and commitment from leaders, but the long-term benefits of higher employee engagement, retention, and productivity make it a worthwhile investment. By fostering a culture that values employee feedback, promotes professional development, and prioritizes employee well-being, managers can prevent quietly quitting and create a positive work environment where employees feel supported and valued.

Furthermore, proactively managing quietly quitting and implementing the strategies discussed in this chapter can help leaders create a thriving and productive workplace, which benefits both the employee and the organization.

56 EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT AND PERFORM

Why Do Managers Quietly Fire?

Quietlyfiringisaterm I affectionately call the “adult time-out” in which an employer terminates an employee without making a formal announcement or notifyingotheremployees.Itofteninvolvesasubtleor gradual reduction in job responsibilities or a decrease in work hours until the employee either quits or is eventually let go.

Quietlyfiringcanoccurforavarietyofreasons,such as poor job performance, workplace and personal differencesbetweenmanagerandemployee, violation of company policies, or the employer's decision to downsize or restructure. In some cases, an employer may use quietfiring to avoidpotential legal issuesthat could arise from a more formal termination process.

However, quietly firing can present some negative outcomesforboththeemployeeandorganization.For the employee, it can create feelings of being ostracized, a sense of confusion, frustration, betrayal andoverallbeingsetuptofail.Itcanalsodamagetheir future job prospects and reputation due to the lack of career development and training opportunities, or positive references from their former employer.

Fortheorganization,quietlyfiringcancreateatoxic workplaceculturethat undermines trust and damages morale.Itcanalsocreatelegalrisks,asemployeeswho feeltheyhavebeenunfairlyterminatedmayseeklegal recourse.

Overall, quietly firing is not an ideal way to handle employee terminations. Employers should aim to be transparent and honest when letting employees go, providing clear reasons for the termination and offeringsupportandguidanceasneeded.Thiscanhelp to maintain a positive workplace culture and reduce the risk of legal issues arising.

The following are some recommended action steps that managers can take to avoid quietly firing employees:

1. Provide clear expectations: Managers should ensure that employees understand their job responsibilities and performance expectations. Thiscanhelptopreventmisunderstandingsand ensure that employees have the resources they need to perform their job effectively.

2. Offer feedback and support: Managers should provide regular feedback and support to their employees, helping them to identify areas for improvement and offering guidance and resources to help them succeed.

3. Identifyandaddressperformanceissuesearly: Managersshouldbeproactiveinidentifyingand addressing performance issues as they arise, rather than waiting until they become more serious. By doing so, can involve providing additional training or coaching, setting clear goals and expectations, and offering support and resources as needed.

4. Document performance issues: When performance issues arise, managers should document them in writing. This can help to ensure that all parties have a clear understanding of the issue and can be helpful if the issue needs to be addressed formally later.

5. Create a culture of open communication: Managers should foster a workplace culture that encourages open communication, trust,

and transparency. Implementing this action step can help employees feel comfortable raising concerns or asking for help, which can help to prevent performance issues from escalating.

6. Provide employees opportunities for growth and development: Managers should provide employees with opportunities for growth and development, such as training, mentoring, and career advancement. This can help to keep employees engaged and motivated and can help to prevent quietly firing by addressing any underlying issues before they become more serious.

Overall, by implementing the best practices outlined in this chapter, leaders can better manage quietly quitting and quietly firing, improve employee engagement and productivity, that creates a positive organizational culture.

CHAPTER V

HIGH-PERFORMANCE WORK CULTURE TRANSITION

“Company culture is the backbone of any successful organization!”

GARY VAYNERCHUK

Author, Speaker, Internet Personality, CEO: VaynerMedia

Transitioning to a High-PerformanceWork Culture (Current-State/Future-State)

Transitioning to a high-performance work culture serves as a crucial step towards improving employee engagement and driving organizational success. The process of transition requires a clear understanding of the current state of the organization and a clear vision of the desired future state. This will explore the steps organizations can take to transition from a subpar

work culture to a high-performance work culture. This process includes assessing the current state, defining the desired future state, developing a roadmap to success, and effectively managing and communicating change.

Assessing the Current State

To transition to a high-performance work culture, it is important to understand the current state of the organization. This includes identifying the current organizational culture, communication processes, leadershipstyles,aswellastheemployeeengagement levels. Organizations can assess the current state through employee surveys, focus groups, and interviews with key stakeholders. The following are somerecommended actionsteps thatleaderscantake to assess the current state of their organizations:

1. Conduct Employee Surveys: Leaders can conduct anonymous employee surveys to gather feedback on the current workplace culture, communication processes, leadership styles, and employee engagement levels. This information can provide valuable insights into the current state of the organization.

2. Conduct Focus Groups: Leaders can also conduct focus groups with a diverse crosssection of employees to discuss and identify areas for improvement within the workplace culture, staff communication processes, and leadership styles.

3. Conduct Interviews with Key Stakeholders: Leaders can conduct one-on-one interviews with key stakeholders, including managers, team leads, and employees, to gather their perspectives on the current state of the organization.

By taking these steps, leaders can evaluate and achieveacomprehensiveunderstandingofthecurrent state of the organization and identify areas for improvementastheytransitionto ahigh-performance work culture.

Defining the Desired Future State

Once the current state has been assessed, organizations can begin to define the desired future state. This includes defining the desired workplace culture, communication processes, leadership styles,

and employee engagement levels. It is important to involve employees in this process to ensure that the desired future state aligns with their needs and expectations.Thefollowingaresomeactionstepsthat leaders can take to help define the future state of the organization:

1. Involve Employees: Involve employees in the process of defining the future state of the organization by conducting surveys, focus groups, and one-on-one interviews to understand their needs, expectations, and aspirations.

2. Set ClearGoals: Establish clear and measurable goals for the desired future state of the organization. These goals should align with the organization'smissionandvaluesandshouldbe communicated effectively to all employees.

3. Define Workplace Culture: Clearly define the desired workplace culture, including values, norms, and behaviors that will foster a positive and inclusive environment.

4. Define Communication Processes: Establish clear and effective communication processes that will promote open, transparent, and twoway communication between leaders and employees.

5. Define Leadership Styles: Identify the desired leadership styles that will support a highperformance work culture, including behaviors that promote collaboration, teamwork, and employee engagement.

6. Define Employee Engagement Levels: Clearly definethedesiredemployeeengagementlevels that will support a high-performance work culture, including a focus on employee wellbeing, job satisfaction, and motivation.

Developing a Roadmap to Success

Once the desired future state has been defined, organizations can develop a roadmap to success. This includes identifying key initiatives, defining action plans, and establishing timelines and milestones. The roadmap should be flexible and adaptable to changing

circumstances and should be regularly reviewed and updated to ensure progress is being made. The following are some action steps that leaders can take to develop a roadmap to success for transitioning to a high-performance work culture:

1. Identify key initiatives: Identify the specific areas that need improvement to transition towardahigh-performanceworkculture.These initiatives could be related to workplace culture, communication, leadership style, or employee engagement.

2. Define action plans: For each key initiative, leaders should define the specific actions that need to be taken toward achieving the desired outcome. These actions should be specific, measurable, achievable, relevant, and timebound (SMART).

3. Establish timelines and milestones: Leaders should set a timeline for each key initiative and establish milestones to track progress and evaluate the success of each initiative.

4. Assign responsibilities: Leaders should assign clear roles and responsibilities to ensure that each initiative is effectively managed and implemented.

5. Regularlyreviewandupdatetheroadmap: The roadmap should be regularly reviewed and updated to ensure that it remains relevant and adaptable to changing circumstances. Leaders should use feedback from employees and stakeholders to adjust the roadmap as needed.

6. Communicate progress: Leaders should communicate progress on the roadmap to employeesandstakeholdersregularlytoensure that everyone is aware of the progress being made and to maintain transparency and accountability.

Managing and Communicating Change

Effective change management and communication are critical components of a successful transition to a high-performance work culture. Leaders should engage employees in the change process and ensure

that they understand the rationale behind changes. Clear and open communication should be a priority, and employees should be provided with regular updates on the progress of the transition. The following are some recommended action steps that leaders can take to manage and communicate change for transitioning to a high-performing work culture:

1. Clearly communicate the rationale and purpose behind the transition: Leaders should communicate the reasons behindthetransition and explain how it will benefit both the organization and employees. This will help employees understand the bigger picture and give them a sense of purpose.

2. Involve employees in the change process: Employees should be given the opportunity to provide input and feedback on the changes being implemented. This can be done through open forums, focus groups, or suggestion boxes.

3. Provide regular updates and progress reports: Leaders should provide regular updates on the

progress of organizational transition, including any changes, challenges, and successes. This will help employees understand what is happening and feel more connected to the process.

4. Provide training and support: Employees may need additional training or support to adapt to the new work culture. Leaders should provide the necessary resources and support to help employees make a smooth transition.

5. Recognize and reward progress: Leaders should recognize and reward employee progress in performance and behavior that contributes to improved teamwork, increased collaboration, and better communication. This will help reinforce the desired behaviors and foster a culture of continuous improvement.

6. Be flexible and adaptable: The transition to a high-performance work culture may face challenges and setbacks. Leaders should be

prepared to adjust their plans as needed and stay focused on the desired outcome.

7. Lead by example: Leaders should embody the values and behaviors they hope to foster in their organization. This includes demonstrating open communication, collaboration, and a commitment to continuous improvement.

By following these action steps, organizations can successfully transition to a high-performance work culture, which will lead to increased employee engagementandimprovedorganizationalsuccess.The transition requires commitment and leadership from the top of the organization, as well as the active engagement of employees. It is a journey, not a destination, and organizations should continuously monitor and refine their approach to ensure that they remain on track towards their desired future state.

CHAPTER VI

LINKING EMPLOYEE ENGAGEMENT TO PRODUCTIVITY

“The simple act of paying positive attention to people has a great deal to do with productivity.”

TOM PETERS Author

Productivity Through Employee Engagement

In today's fast-paced business world, organizations are consistently seeking ways to increase productivity and drive organizational success. One key factor that has a significant impact on productivity is employee engagement. Employee engagement refers to the emotional and intellectual investment that employees make in their work and their organization. When

EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT AND PERFORM

employees are engaged, they are more motivated, focused, and productive, that can lead to positive outcomes for the organization.

This chapter will examine the relationship between employee engagement and productivity. Additionally, this chapter will explore the various factors that drive productivity, motivation, focus, collaboration, and innovation, as well as how employee engagement can positively impact these factors to drive organizational success.

TheRelationship Between Employee Engagement and Productivity

Studies have shown that organizations with highly engaged employees tend to be more productive, innovative, and successful than those with disengaged employees.Engagedemployeesaremorelikelytotake ownership of their work, take initiative, and be creative in finding new and better ways to do things. Moreover, employees are also more likely to remain withtheirorganizationlonger, reducingturnovercosts and increasing consistency and employment stability in the workplace. The following are studies that show

a correlation between employee engagement and organizational success:

1. "The Impact of Employee Engagement on Performance”: A Meta-Analysis" by Julian Barling, C. Shawn Green, and Scott T. Blake (2012) found that organizations with higher levels of employee engagement have better financial performance and customer satisfaction.

2. "The Link Between Employee Satisfaction and Business Outcomes”: Evidence from Four Countries" by W.A. Cascio, J.F. Outtz (2010) found that engaged employees are more likely to stay with their organization, which can result in reduced turnover costs and increased consistency and stability in the workplace.

3. "TheBusinessCaseforEmployeeEngagement" by the Corporate Leadership Council (2003) found that engaged employees are more likely to be creative and take initiative, leading to increased innovation and productivity in the workplace.

4. "The Relationship between Engagement at Work and Business Outcomes”: A Metaanalysis" by Amy L. Kristof-Brown, Adam D. Kammeyer-Mueller, & Jenna L. Sharon (2005) found that engaged employees are more likely to take ownership of their work and be focused on achieving results, which can positively impact productivity.

Motivation

One key factor that drives an organization’s productivity is motivation. Engaged employees are more motivated to perform at their best and contribute to their organization's success when they feel a sense of purpose and meaning in their work. A famous quote by former President Theodore Roosevelt “People don’t care how much you know until they know how much you care” is a workplace best practice that I highly recommend to other leaders when engaging employees. Managers who adopt this workplacehabitcanhelpfosteraworkculturethatwill lead to higher levels of productivity and better performance outcomes. The following are some

recommended action steps that leaders can take to help motivate employees:

1. Provide clear expectations: Leaders can clarify what is expected of employees in terms of performance and behavior. This helps employees understandtheirroleand whatthey need to do to be successful.

2. Encourageemployeeinvolvement: Leaderscan create opportunities for employees to be involved in decision-making processes and provide opportunities for employees to contribute their ideas and suggestions.

3. Providefeedback and recognition: Leaders can provide regular feedback and recognition for a jobwell done. This helps employees feel valued and appreciated for their contributions.

4. Offer growth and development opportunities: Leaders can provide employees with training, mentorship, and professional development opportunities to help employees grow and improve their skills.

5. Foster a positive work environment: Leaders can create a supportive and inclusive work culture that promotes teamwork, open communication, and a sense of belonging.

6. Align work with personal values: Leaders can help employees see the connection between their work and their personal values, helping employeesfeelasenseofpurposeandmeaning in their work.

7. Offer fair compensation and benefits: Leaders can ensure that employees are fairly compensated for their work and have access to benefits that support their overall well-being.

8. Encourage work-life balance: Leaders can support a healthy work-life balance by offering flexible work arrangements and encouraging employees to take time off when needed.

Focus

Another key factor that drives productivity is focus. Engaged employees are more focused on their work and less likely to be distracted by other things. They have a clear understanding of their role and responsibilities and are more likely to prioritize their work to achieve their goals. This can result in more efficient and effective use of time and resources, leading to higher levels of productivity. The following are some recommended action steps that leaders can take to help employees maintain their focus and drive work productivity:

1. Provide clear direction and goals: Set clear, measurable, and achievable goals for employees and aligntheirwork with theoverall objectives of the organization. This helps employees understand what is expected of them and helps them prioritize their work.

2. Minimizedistractions: Encourageemployeesto focus on their work by reducing distractions in the workplace. This includes minimizing noise

levels, interruptions, and emails, and providing a quiet and focused work environment.

3. Manage workload: Ensure that employees are not overburdened with excessive workloads, as this can lead to burnout and decreased focus. Leaders should review and manage employees’ workload regularly and make necessary adjustments to avoid overloading.

4. Encourage regular staff breaks: Encourage employees to take regular breaks to refresh their minds and maintain focus. Leaders may include activities like stretching, mindfulness exercises, or stepping away from the desk.

5. Offer training and support: Provide employees with the training and support they need to perform their job effectively. This can include providingaccesstotoolsandresources,training programs, and regular feedback.

Collaboration

Collaboration is another important factor that drives productivity. Engaged employees are more likely to work well with their colleagues and collaborate effectively to achieve shared goals. They are also more likely to share ideas and knowledge, fostering a culture of innovation and continuous improvement. This can lead to increased creativity, productivity, and problem-solving capabilities within the organization. The following are some recommended action steps that leaders can take to increase collaboration among employees and help improve productivity:

1. Encourageteamwork: Encourageemployeesto work in teams and collaborate on projects. This helps build trust, foster a sense of community, and promote open communication and idea sharing.

2. Create cross-functional teams: Leaders should Encourage employees to work across departments and share functions to help break down silos and promote collaboration and

knowledge sharing throughout the organization.

3. Encourage communication: Encourage open and consistent communication between employees, and across teams. This helps build relationships,promotetransparency,andfoster a sense of community within the organization.

4. Fosteraworkcultureofinnovation: Encourage employees to share ideas and promote continuous improvement. Recognize and reward employees who come up with new and innovative ideas that drive productivity.

5. Provide employees learning and development opportunities: Offer training and development opportunities to help employees expand their skills and knowledge. Encourage employees to seek out new learning opportunities, both within and outside the organization.

6. Provide resources for collaboration: Provide employees with the tools and resources they

need to collaborate effectively, such as shared workspaces, collaboration software, and access to training and development programs.

7. Recognize and reward collaboration among employees: Recognize and reward employees who collaborate effectively and contribute to the success of the organization. This helps fosteracultureofcollaborationandencourages employees to continue to work together in a productive and effective manner.

Innovation

Finally, innovation is a key factor that drives productivity. Engaged employees are morelikely to be innovative and bring new ideas to the table. They are also more likely to be open to change and embrace new technologies and processes that can improve theirworkandtheorganization'soverallperformance. This can lead to higher levels of creativity and productivity, as well as increased competitiveness in the marketplace. The following are some recommended action steps that leaders can take to increaseinnovationamongemployeesthathelpsdrive work productivity:

EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT AND PERFORM

1. Encourage experimentation: Leaders can create an environment where employees feel comfortable experimenting and trying new things. This will help to foster a culture of innovation and continuous improvement.

2. Provide resources: Leaders should provide employees with the necessary resources and tools they need to innovate. This can include access to training and development programs, cutting-edge technology, and opportunities to collaborate with colleagues.

3. Create cross-functional teams: Leaders can encourage collaboration by creating crossfunctional teams composed of employees from different departments. These teams can work to identify new ideas and opportunities for improvement.

4. Encourage creativity: Leaders can encourage employees to think creatively by giving them the freedom to come up with their own ideas and approach to problem-solving. This can help

to drive innovation and productivity within the organization.

5. Foster open communication: Leaders can foster open communication by encouraging employees to share their ideas and feedback. This can help to promote collaboration and drive innovation within the organization.

6. Reward and recognize: Leaders can reward and recognize employees who contribute innovative ideas and processes. This will help to drive innovation and motivate employees to continue to contribute their best work.

This chapter highlights the importance of how employee engagement plays a crucial role in driving productivity and organizational success. By fostering a workplace culture that supports motivation, focus, collaboration, and innovation, organizations can increase employee engagement levels and reap the benefits of a high-performing work culture. It is increasingly important for organizations to regularly assess and monitor employee engagement levels and

take action to improve engagement where necessary, drive success and achieve business goals.

CHAPTER VII

EMPLOYEE ENGAGEMENT AND ORGANIZATIONAL SUCCESS

“Employees engage with employers and brands when they’re treated as humans worthy of respect.”

MEGHAN BIRO

Founder & CEO: TalentCulture

Achieving OrganizationalSuccess Through Employee Engagement

Employee engagement serves as a critical driver of organizational success. Moreover, organizations that invest in employee engagement tend to reap tremendous rewards in the form of improved performance, increased profitability, and anenhanced positive organizational reputation. This chapter will

explore the link between engagement levels and key metrics of obtaining organizational success, including profitability, customer satisfaction, and employee retention. Additionally, this chapter will also discuss the benefits of a high-performance work culture to include increased employee satisfaction, improved performance, and experiencing an overall positive organizational reputation.

Productivity and Profitability

The link between engagement, productivity and profitability has been well established, with studies consistently demonstrating that organizations with high levels of engagement tend to outperform those organizations with lower levels of engagement. Engaged employees are more likely to be productive, efficient, and innovative, contributing to the overall success of the organization. When employees are engaged, they are more likely to be motivated to perform at their best and contribute towards an organization's success. They feel a sense of purpose and meaning in their work and are more likely to be committed to their organization's goals. The following are some recommended action steps that leaders can

take to better engage employee to help increase productivity and profitability:

1. Clarify expectations: Leaders can set clear expectations and provide employees with an understanding of their role and responsibilities. This will help employees prioritize their work and focus on what is important, leading to increased productivity.

2. Provide feedback: Leaders should regularly provide employees with feedback on their performance and help them understand how their work fits into the bigger picture. This can help employees feel more engaged and motivated to contribute to the organization's success.

3. Encourage employee collaboration: Leaders can encourage collaboration and teamwork by creating opportunities for employees to work together and share ideas. This can lead to increased creativity, productivity, and problemsolving capabilities within the organization.

4. Foster a positive work environment: Leaders can develop a positive work environment through employee recognition and reward programs this highlight achievements and promote work-life balance. This can help employees feel valued and engaged, leading to increased productivity and job satisfaction.

5. Offer growth and development opportunities: Leaders can offer employees opportunities for growth and development through training and mentorship programs. This can help employees feelmoreengagedandmotivatedtoperformat their best, as they see a clear path to advancement within the organization.

6. Listening to employees: Leaders should try to listento employeesandunderstandtheirneeds andconcerns. Thiscan helpleadersidentifyany barriers to engagement and take steps to address them, leading to increased employee engagement and organizational success.

CustomerSatisfaction

Customersatisfactionisanotherkeymetricthatcan positively impact employee engagement. Engaged employees are more likely to provide high-quality customer service, leading to increased customer satisfactionandloyalty. Theyarealso morelikelyto be knowledgeable about the organization's products and services and able to provide information to customers that meets their needs. The following are some recommended action steps that leaders can take towards better employee engagement that helps improve customer satisfaction and other key metrics:

1. Fosteracustomer-focusedculture: Leaderscan create a culture where employees understand theimportanceofcustomersatisfactionandare motivatedtoprovidethebestcustomerservice.

2. Provide employees training and development opportunities: Leaders can provide employees withtraininganddevelopmentopportunitiesto help them build the skills they need to provide excellent customer service.

3. Encourage open communication: Leaders can encourage open communication between employeesandcustomerstohelpidentifyareas for improvement and to understand customer needs and preferences.

4. Recognizeand reward employees: Leaders can recognize and reward employees who provide exceptional customer service, creating a positive reinforcement for employees to continue providing excellent customer service.

5. Set customer service goals: Leaders can set customer service goals and track progress towards those goals to help ensure that customer satisfaction remains a priority for employees.

6. Foster a positive work environment: Leaders can create a positive work environment where employees feel valued and supported. When employees feel good about their workplace, they are more likely to be motivated to provide the best customer service.

7. Encourage employee feedback: Leaders can encourage employees to provide feedback on customer service processes and procedures to help identify areas for improvement.

8. Fosterteamwork: Leaderscanfosterteamwork amongemployeestohelpensurethatcustomer needs are met quickly and efficiently. Collaborative teams are more likely to provide better customer service than individuals working in isolation.

Employee Retention

Employee retention is also positively impacted by employee engagement. Engaged employees are more likely to stay with their organization for longer, reducing turnover costs and increasing consistency and stability in the workplace. This not only saves organizations money, but it also helps to maintain the institutional knowledge and experience that is so critical to success. The following are some recommended action steps leaders can take to improveemployee engagementthatcan help increase employee retention:

EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT AND PERFORM

1. Provide opportunities for professional growth and development: Leaders can invest in the development of their employees through ongoing training and professional development opportunities. This not only helps employees improve their skills and stay current with industry trends, but it also demonstrates the organization'scommitmentto their growthand success.

2. Offer flexible work arrangements: Leaders shouldofferflexibleworkarrangementssuchas telecommuting, flexible work schedules, or compressed workweeks to help employees balance their work and personal lives and reduce stress and burnout.

3. Encourage work-life balance: Leaders should help employees maintain a healthy work-life balance by encouraging breaks, providing adequate time off, and reducing work-related stress.

4. Fostera positivework environment: A positive work environment that is inclusive, supportive, and values the contributions of all employees can help increase engagement and retention.

5. Recognize and reward employees: Leaders should recognize and reward employees for their hard work, dedication, and contributions to the organization. This can include both formal and informal recognition, such as bonuses, promotions, and employee appreciation events.

6. Provide opportunities for employee feedback: Encouraging employees to provide regular feedback on their work and the organization can help leaders understand what they need to do to better engage and retain employees.

7. Offer competitive compensation and benefits: Offering competitive compensation and benefits packages can help attract and retain employees who are looking for a supportive, stable, and secure work environment.

8. Encourage open employee communication: Leaders should foster an environment of open communication and encourage employees to share their thoughts, ideas, and concerns. This helps build trust and respect between leaders and employees and fosters a more positive work environment.

High-PerformanceWork Culture

High-performance work culture can contribute to a more positive organizational reputation. When employees are engaged and motivated, they are more likely to be ambassadors for the organization, promoting its brand and reputation to customers, suppliers, and other stakeholders. The following are some recommended action steps leaders can take towards better employee engagements that can help promote a high-performance work culture:

1. Clarify expectations: Leaders should clearly communicate expectations and set goals for employees, providing them with a clear understanding of their role and responsibilities.

2. Provide feedback: Leaders should regularly provide employees with constructive feedback on their performance, recognizing their successes and areas for improvement.

3. Encouragecollaboration: Leadersshouldfoster a culture of collaboration and teamwork, encouraging employees to work together towards shared goals.

4. Encourage creativity and Innovation: Leaders should encourage employees to bring new ideas to the table and be open to change, embracing new technologies and processes that can improve their work and the organization's overall performance.

5. Foster a positive work environment: Leaders have a responsibility for creating a positive, supportive work environment that values employees'contributionsandencouragesthem to be their best.

6. Invest in employee development: Leaders should provide employees with opportunities for professional development, including training, coaching, and mentorship programs, to help them grow and improve their skills.

7. Promote work-life balance: Leaders should promote work-life balance, recognizing that employees perform best when they have a healthy balance between their work and personal life.

8. Encourage employee involvement: Leaders should involve employees in decision-making processes, giving them a voice and a sense of ownership in the organization.

9. Recognize and rewarding employees: Leaders should recognize and reward employees for their effort, demonstrating their appreciation and valuing their contributions.

10. Communicate openly and honestly: Leaders must communicate openly and honestly with employees, keeping them informed of the employer’s performance,plans,andchallenges, and engaging them in discussions and problemsolving activities.

Employee engagement is crucial to organizational success.Bylinkingengagementlevelstokeymetricsof success, organizations can better understand the impact that engagement has on their bottom line. By investing in a high-performance work culture, organizations can improve employee satisfaction, performance, and reputation, leading to increased success and profitability.

CHAPTER VIII

EMPLOYEE ENGAGEMENT AND DIVERSITY, EQUITY, INCLUSION AND ASSESSIBILITY (DEIA)

“Inclusion and fairness in the workplace…is not simply the right thing to do; it’s the smart thing to do.”

ALEXIS HERMAN

Politician: & Former, U.S. Secretary of Labor

Benefits of EmployeeEngagement and DEIA In the Workplace

Employee engagement and diversity, equity, inclusion, and accessibility (DEIA) are two important aspects of building a strong and effective workplace culture. Each separately plays a critical role in how employees place value on an organization. Thus far,

100 EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT AND PERFORM

this guide has explored when engaged employees are invested in their job, they feel better connected to their colleagues, and are more likely to go above and beyond to achieve the organization's goals. This behavioroftenresultsinincreasedproductivity,higher quality work, and improved job satisfaction, which ultimately leads to improved business performance.

Comparatively, DEIA refers to employers creating a workplaceculturethat valuesandrespectsdifferences and ensures equal opportunities for all employees, regardless of their race, gender, sexual orientation, religion, age, or disability. DEIA is important becauseit promotes a sense of belonging among employees, creates a safe and supportive work environment, and improves employee morale and satisfaction.

Combining employee engagement and DEIA can lead to numerous benefits for both the employee and the employer. Firstly, an inclusive work environment that promotes diversity and equality can help attract and retain a diverse workforce, which can lead to increased innovation and creativity. A diverse workforce brings in different perspectives and experiences, which can help organizations develop

new ideas, products, and services thatcaterto awider range of customers.

Secondly, an engaged and motivated workforce is more likely to be productive, which can lead to increased efficiency and organizational profitability. Engaged employees are more committed to their work, take initiative, and are more likely to go above and beyond their job requirements. When employees feel valued and supported, they are more likely to be satisfied with their job and committed to the organization's success.

Thirdly, an inclusive work environment that values diversity and equality can help improve employee morale and satisfaction. Employees who feel respected, supported, and included are more likely to have a positive attitude towards their work and their colleagues. This can result in lower turnover rates, improved employee retention, and a more positive workplace culture.

Based on these attributes, employee engagement andDEIAproduceanextremelypowerfulcombination. Organizations that are committed to employee accessibility, who prioritize diversity and inclusion can

create a more inclusive workplace culture that attract and retain a more diverse workforce, leading to increased innovation and creativity. Moreover, when employees feel valued and supported, they are more likely to be engaged and motivated to contribute to the organization's success.

To successfully foster a workplace culture that embraces employee engagement and DEIA, managers can implement the following strategies:

Set the tone from the top: Managers should lead by example and demonstrate their commitment to employee engagement and DEIA through their actions and behavior. This includes actively listening to employees, valuing, and respecting differences, and promoting an inclusive and equitable workplace culture.

Regularly provide communication: Managers should communicate regularly with employees about the organization's goals and values, as well as how they can contribute to achieving those goals. This includes providing regular feedback, recognizing employees' contributions, and offering opportunities for growth and development.

Createa safeand supportiveenvironment: Managers should create a workplace environment that is safe, supportive, and inclusive for all employees. This includes ensuring that policies and practices are equitable and accessible, providing support and accommodations for employees with disabilities, and promoting a culture of respect and civility.

Fostercollaborationandteamwork: Managersshould encourage collaboration and teamwork among employees, whichcanfostercreativityandinnovation, as well as build a sense of community and belonging.

Provide resources and training: Managers should provide resources and training that support employee engagement and DEIA, including diversity and inclusion training, accommodations for disabilities, and resources for mental health and well-being.

Measure and track progress: Managers should measure and track progress towards achieving goals related to employee engagement and DEIA, and regularly review and evaluate these efforts to identify areas for improvement.

EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT AND PERFORM

Overall, this chapter highlights the benefits of combining employee engagement and diversity, equity, inclusion, and accessibility in the workplace. Engagedemployeesaremoreproductiveandsatisfied, which can lead to improved business performance.

Moreover, DEIA promotes belonging, a supportive work environment, and higher morale. Integrating both aspects can attract a diverse workforce, boost innovation, and enhance overall efficiency and profitability. Inclusive workplaces also improve employee morale and satisfaction, resulting in lower turnover rates and better retention.

“

CHAPTER IX

THE EMPLOYEE ENGAGEMENT PLAN

A good plan is like a road map: it shows the final destination and usually the best way to get there.”

H. STANELY JUDD Author

Developing and Implementing Employee Engagement Plans

Employee engagement is essential in achieving organizational success. Engaged employees are more motivated, productive, and committed to their work, contributingto the overall success of the organization. To maximize the benefits of employee engagement,

leaders must develop and implement effective engagement plans that align with their organization's goals and objectives.

Hopefully by now, the preceding chapters have outlined and prepared you to feel comfortable with developing a comprehensive employee engagement plan. The action steps, components and attributes highlighted in this chapter echoes many if not all of those shared in the previous chapters. Consider this section of the guide as your employee engagement roadmap that provides step-by-step relevant insights on how best to develop and implement an employee engagement plan. The recommended action steps provided are designed to spark your creativity and innovation as the journey of achieving a highly engaged workforce will be different for each organization. Remember, you are only bound by the limits of your imagination.

This chapter will discuss the important steps required to develop and implement employee engagement plans. Additionally, this section explores the various components of an effective engagement plan, including assessing organizational current engagement levels, goal setting, communication and

collaboration, training and development, employee recognition, appreciation, ongoing measurement, and evaluation.

Process to Assess Current Engagement Levels

Before developing an engagement plan, leaders shouldassess theirorganization'scurrentengagement levels. This can be done through employee surveys, focus groups, or other engagement measurement tools. The results of this assessment will provide valuable insights into the strengthsand weaknessesof the organization's current engagement efforts and help leaders identify areas for improvement. The following are some recommended action steps that leaders can take to assess current engagement levels within their organizations:

1. Identify the purpose and goals: Start by definingthepurposeand goalsof theemployee engagement plan. Consider factors such as organizational culture, business objectives, and current engagement levels when defining the purpose and goals of the plan.

2. Conduct an engagement assessment: Conduct a comprehensive engagement assessment to gather information about the current level of employee engagement. Ensure employee surveys, focus groups, or other engagement measurement tools are available for use to gather data.

3. Identify engagement drivers: Based on the results of the engagement assessment, identify the key drivers of employee engagement. This information can be used to prioritize engagementinitiativesanddeterminethefocus of the engagement plan.

4. Develop a communication plan: Develop a communication plan to ensure that employees are aware of the engagement plan and its purpose. Ensurefrequencyofcommunicationis regular and transparent to keep employees informed and engaged.

5. Focus on training and development: Offer opportunities for professional development and encourage employees to pursue education

and training opportunities. Provide workshops, courses, and mentoring programs to help employees grow and develop in their careers.

6. Encourage collaboration and communication: Promote collaboration and communication among employees. Encourage employees to share ideas and knowledge and foster a culture of innovation and continuous improvement.

7. Recognize and appreciate employee contributions: Leaders can recognize and appreciate employees for their contributions. By developing formal recognition and awards programs, or simply taking the time to acknowledge and thank employees for their hard work.

8. Continuously measure and evaluate: Leaders can continuously measure and evaluate the effectiveness of the employee engagement by obtaining regular feedback from employees. Thisfeedbackalongwithongoingmeasurement and evaluation of the plan can help leaders

identify areas for improvement and make changes as needed.

9. Continuously adapt and refine: Continuously adapt and refine the employee engagement plan as needed. As the organization evolves, so should the engagement plan, ensuring that it remains relevant and effective.

Set Goals and Objectives

Once engagement levels have been assessed, leaders should set clear and specific goals and objectives for their engagement plan. These goals should align with the organization's overall strategy and be measurable, time-bound, and relevant to the needs of employees. The following are some recommended actionsteps thatleaderscantaketoset goals and objectives one engagement level have been assessed:

1. Goals and objectives must be achievable: Leaders must ensure that their goals are achievable.

2. Involve employees in the goal-setting process: Leaders should involve employees in the goalsetting process, gather their feedback, and consider their perspectives and needs.

3. Goals are Aligned with Organizational Objectives: Additionally, leaders should ensure that the goals are aligned with the broader organizational objectives, such as improved customer satisfaction, increased productivity, and higher employee retention.

4. Review Goals Regularly: The goals should also be reviewed regularly to ensure that they are still relevant and being met.

Identify Engagement Drivers

To effectively engage employees, leaders must understand what factors drive engagement in their organization. This may include things such as meaningful work, career opportunities for growth and development,recognitionandappreciation,andworklife balance. By identifying the drivers of engagement, leaderscantailortheirengagementeffortstomeetthe

unique needs of their workforce. The following are somerecommended actionsteps thatleaderscantake to identify engagement drivers in their organizations:

1. Surveys and focus groups: Conduct regular surveys and focus groups to gather feedback from employees about what drives their engagement.

2. One-on-one meetings: Schedule one-on-one meetingswithemployeesto discusstheirneeds and expectations and to understand what drives their engagement.

3. Employee data analysis: Analyze employee data, such as turnover rates, absenteeism, and performance metrics, to identify patterns and trends that may be related to engagement.

4. Best practices research: Research best practices in employee engagement and study organizations that have successful engagement programstoidentifywhatdrivesengagementin their organizations.

5. Employee feedback: Encourage employees to providefeedback and suggestionsonwhatthey believe would increase their engagement. This feedback can be collected through suggestion boxes,employeeforums,oropen-doorpolicies.

6. Employee recognition programs: Evaluate the impact of existing recognition programs on employee engagement and identify opportunities for improvement.

7. Employee engagement committees: Establish employee engagement committees to gather feedback, provide recommendations, and help implement engagement initiatives.

Develop a Communication Strategy

Effective communication is essential to employee engagement. Leaders must develop a communication strategythatprovidesclearandconsistentinformation about the organization's goals and objectives, as well as regular opportunities for employees to provide feedback and share their ideas and suggestions. The following are some recommended actions steps that

leaders can take to develop a communication strategy essential to employee engagement. The plan should:

1. Establish clear communication channels: Identify the most effective channels for communication, such as email, social media, or team meetings. Consider the type of message, audience, and urgency when deciding which channel to use.

2. Ensure open and transparent communication: Leaders should foster an environment that encourages employees to communicate openly and honestly with their supervisors and colleagues. Encouragetwo-waycommunication so that employees feel heard and valued.

3. Provide regular feedback and recognition: Feedback is essential for employee growth and engagement. Leaders should provide regular feedback to employees on their performance, recognizetheircontributions, andoffersupport and guidance to help them succeed.

4. Promotecollaborationandteamwork: Leaders should encourage collaboration and teamwork by fostering a culture of inclusion and trust. Introducing team building activities, crossfunctional projects, and group brainstorming sessions can help build teamwork among staff and strengthen communication.

5. Use various communication channels: Use various communication channels to reach employees, such as regular team meetings, email, and social media, to keep employees informed and involved.

6. Provide regular opportunities for feedback: Provide regular opportunities for employees to give feedback and suggest ideas. Use surveys, suggestion boxes, or open forums to gather feedback from employees.

7. Encourage employees to communicate their concerns and suggestions openly: Leaders should encourage employees to communicate their concerns and suggestions openly. Provide

support and resources to help employees address their concerns and ideas.

8. Create a culture of trust and respect: Leaders shouldcreateacultureof trustandrespectthat values diverse opinions and perspectives. Encourage employees to share their thoughts andideasandprovideopportunitiesforthemto engage in the decision-making process.

9. Regularly communicate organizational vision, mission, and goals to staff: Communicate organizational vision, mission, and goals regularly to reinforce the importance of employee engagement and align employees towards accomplishing common objectives. This will help employees understand their role in the organization and motivate them to work towards achieving organizational goals.

Foster Collaboration and Teamwork

Collaboration and teamwork are critical to employee engagement. Leaders should encourage employees to work together, share their ideas and knowledge, and support each other in achieving their

goals.Thiscanbeaccomplishedthroughteam-building activities, the use of cross-functional projects, and other collaboration initiatives. The following are some recommended action steps that leaders can take to foster collaboration and teamwork to develop an employee engagement plan:

1. Encourage cross-functional teams and project collaboration: Leaders can assign crossfunctional teams for projects that require input from different departments and encourage collaboration among employees from different departments and backgrounds.

2. Promote open communication: Leaders can encourageopencommunicationchannels, such as regular team meetings, suggestion boxes, and feedback forums, to facilitate collaboration and teamwork among employees.

3. Foster a positive work environment: Leaders can promote a positive work environment by recognizing and rewarding collaboration, addressingconflictsconstructively,andcreating

a culture of inclusivity and respect for diverse perspectives.

4. Provide resources for teamwork and collaboration: Leaders can provide employees with the resources and tools they need to work together effectively, such as collaboration software and training on teamwork and collaboration skills.

5. Empower employees to work together: Leaders can give employees the autonomy to work together to achieve shared goals and celebrate the success of collaborative efforts.

6. Encourage knowledge sharing: Leaders can promote knowledge sharing by encouraging employees to share their expertise and experiences and by recognizing those who contribute to the collective knowledge of the organization.

Provide Training and Development Opportunities

Providing employees with opportunities for professional growth and development is an important driverofengagement.Leadersshouldinvestintraining and development programs that provide employees with the skills and knowledge they need to succeed in their roles and advance in their careers. The following are some recommended action steps that leaders can take to provide employees with training and development opportunities within their employee engagement plans:

1. Assess the training and development needs of employees: To determine what types of training and development opportunities employees need, leaders can conduct surveys, focusgroups,orone-on-onemeetingsto gather feedback.

2. Developatraininganddevelopmentroadmap: Based on the results of the assessment, leaders can create a roadmap that outlines the training and development opportunities employees

need to achieve their goals and grow in their careers.

3. Offer a range of staff learning opportunities: Leaders can offer a variety of learning opportunities, such as workshops, courses, mentoring programs, and online training to meet the needs of employees from different generations and cultures.

4. Encourageemployeestopursueeducationand training: Leaders can encourage employees to pursue education and training opportunities outsideoftheworkplacetohelpthemgrowand develop in their careers.

5. Foster a culture of continuous learning: By creating a culture of continuous learning, leaders can help employees feel valued and engaged, and increase their motivation and performance.

6. Evaluate the effectiveness of training and development programs: Leaders can regularly evaluate the effectiveness of their training and

development programs to ensure they are meeting the needs of employees and contributing to the success of the organization.

Recognizeand Appreciate Employees

Recognizing and appreciating employees is an important way to increase engagement. Leaders should provide regular feedback and recognition to employees, highlighting their achievements and contributions to the organization. The following are some action steps that leaders can take to recognize and appreciate employees when developing an employee engagement plan:

1. Establish a recognition and appreciation program: This can include formal recognition programs such as employee of the month, awards, and bonuses, or informal programs like regular check-ins, and praise from managers.

2. Encourage peer-to-peer recognition: Allowing employees to recognize their peers for their contributions can help create a more positive and inclusive work environment.

3. Celebrate successes: Celebrate individual and team successes in meaningful ways, such as team lunches, special events, or company-wide announcements.

4. Offer employees opportunities for growth and development: Encouraging employees to pursue education and training opportunities, such as workshops, courses, and mentoring programs, can help them feel valued and supported in their careers.

5. Foster a culture of appreciation: Leaders can create a culture of appreciation by actively seeking out opportunities to thank and recognizeemployeesandsettinganexampleby recognizing and appreciating their own team members.

6. Offer flexible work arrangements: Leaders should offer flexible work arrangements, such astelecommutingorflexiblescheduling, tohelp employees feel appreciated and supported, which can lead to improved engagement and motivation.

Measureand Evaluate Engagement

Ongoingmeasurementandevaluationarecriticalto the success of an engagement plan. Leaders should regularly measure engagement levels, assess the effectiveness of their engagement efforts, and adjust as needed. The following are some action steps that leaderscantaketomeasureandevaluateengagement when developing and implement an employee engagement plan:

1. Regularlycollectingandanalyzingengagement data: Use employee surveys, focus groups, or other engagement measurement tools to collect and analyze engagement data regularly. Analyze the data to identify trends, areas for improvement, and opportunities for growth.

2. Evaluating the effectiveness of engagement initiatives: Track changes in engagement levels and key metrics such as employee satisfaction, productivity, and turnover to evaluate the effectiveness of engagement initiatives and programs. Use the data to adjust strategies and tactics as needed.

3. Engaging in ongoing communication with employees: Engage in ongoing communication with employees to gather feedback and assess their needs and perspectives. Use the feedback to adjust engagement strategies and ensure that they remain relevant and effective.

4. Continuously adapting the engagement plan: Continuouslyadapttheengagementplanbased on the results of evaluations and feedback received from employees. Use the data to adjust strategies and tactics as needed.

5. Providing regular updates and progress reports: Provide regular updates and progress reports to employees, stakeholders, and senior leadership on the effectiveness of engagement initiatives. Share successes, challenges, and opportunities for growth.

6. Encouraging employee involvement and empowerment: Leaders should encourage employee involvement and empowerment by soliciting input and suggestions for improving

engagement efforts. Makesurethat employees feel heard and valued.

7. Celebrating successes and acknowledging progress: Leaders should celebrate employer’s successes and acknowledge progress towards engagement goals. Recognize the efforts of employees and the impact of engagement initiatives on the organization.

The development and implementation of a robust and effective employee engagement plan requires careful planning, ongoing effort, and leadership commitment toward continuous organizational improvement. By following the recommended action steps outlined in this chapter and focusing on key components of an engagement plan, leaders can create a workplace culture that supports employee engagement and contributes to the overall success of their organization.

CHAPTER X

UPDATING THE EMPLOYEE ENGAGEMENT PLAN

“Planning is bringing the future into the present so that you can do something about it now.”

ALAN LAKEIN Author

Monitor, Update and RevisetheEmployee Engagement Plan

Employee engagement is an ongoing process and leaders must continually monitor, update, and revise their engagement plans to ensure their success. To maintain and increase engagement levels, leaders must use engagement data to drive continuous improvement and understand the key elements of

successful employee engagement initiatives. In this chapter, we will explore the importance of ongoing monitoring and evaluation and the steps leaders can take to keep their engagement plans effective.

Importanceof Ongoing Monitoring and Evaluation

Ongoing monitoring and evaluation are crucial to the success of employee engagement plans. Engagement levels can change over time, and leaders must stay abreast of these changes to make necessary adjustments to their plans. Regular monitoring also allows leaders to understand the impact of their engagement efforts on their employees and the organization. The following are some action steps that leaders can take to ensure ongoing monitoring and evaluation of their employee engagement plans:

1. Collect data regularly: Leaders should implement regular methods of collecting data on employee engagement levels, such as surveys, focus groups, and pulse surveys. This will provide insights into employee satisfaction and identify areas for improvement.

2. Analyze engagement data: Leaders should regularly analyze the data collected and use it to track progress towards engagement goals and objectives.

3. Use data to drive continuous improvement: Leadersshouldusethe insights gainedfrom the data to inform decisions and drive continuous improvement in their employee engagement initiatives.

4. Revise engagement initiatives as needed: Based on the data and insights gained, leaders should revise their engagement initiatives as needed to ensure they are meeting the changingneedsandexpectationsofemployees.

5. Celebrate successes and learn from failures: Leaders should celebrate successes and learn from any failures in their engagement initiatives. This will help to build momentum and drive sustained success.

6. Encourageemployeefeedback: Leaders should encourage employees to provide feedback on

the engagement initiatives and use this feedback to continuously improve and revise their plans.

7. Fosteracultureofengagement: Leadersshould

cultivate a culture of engagement by making employee engagement a top organizational priority and promoting it as a key aspect of the organization's success.

Key Elements of SuccessfulEmployeeEngagement Initiatives

Successful employeeengagement initiatives consist of several key elements. These elements include clear and measurable goals, effective communication, opportunities for growth and career development, recognition and appreciation programs, and ongoing measurement and evaluation. Leaders must ensure that these elements are included in their engagement plans and regularly monitored and revised as necessary. The following are some action steps that leaders can take to ensure key elements of successful employee engagement exists within their plans:

1. Establish clear and measurable goals: Leaders can define specific, measurable, achievable, relevant, and time-bound (SMART) goals for their employee engagement initiatives. These goals should align with the organization's overall strategy and focus on the key drivers of engagement identified through the assessment process.

2. Implement effective communication: Leaders cancreateacommunicationplanthatpromotes transparency and two-way communication betweenemployeesandmanagement. Thiscan include regular town hall meetings, pulse surveys, or open forums to provide employees with the opportunity to ask questions and provide feedback.

3. Offer employees opportunities for growth and development: Leaders can provide staff with opportunities for professional development through training, mentorship programs, and cross-functional projects. This can help

employees feel valued and recognized for their contributions to the organization.

4. Implement recognition and appreciation programs: Leaders can develop programs that recognize and reward employees for their contributions to the organization. This can include employee of the month awards, bonus programs, and recognition events.

5. Continuously measure and evaluate engagement: Leaders can regularly measure and evaluate employee engagement through employee surveys, focus groups, or other engagement measurement tools. This data can then be used to identify areas for improvement and make changes to the engagement plan as needed.

6. Rinseandrepeatsuccessfuloutcomes: Leaders can replicate successful employee engagement initiatives that have been implemented in the past and continuously strive for improvement andsustainability. Thiscanbedone byregularly revisiting the engagement plan and making

updatesas needed based on data and feedback from employees.

Rinseand Repeat SuccessfulOutcomes

Leaders must also look for opportunities to rinse and repeat successful outcomes that drive sustained success. For example, if a recognition program has been successful in increasing employee engagement, leaders can replicate this success by expanding the programordevelopingsimilarprogramsinotherareas of the organization. The following are recommended action steps that leaders can take to rinse and repeat successful outcomes in their employee engagement plans:

1. Identify successful outcomes: Leaders can begin by reviewing previous employee engagement initiatives and identify which ones were successful in achieving the desired outcomes.

2. Document and analyze successful outcomes: Leaders should document the successes, analyze what made them successful, and

identifythekeyfactorsthatcontributedtotheir success.

3. Communicate success to employees: Leaders can communicate the successes to employees and provide them with an understanding of how their efforts have contributed to the success of the organization.

4. Incorporate successful elements into future initiatives: Leaders can take the key elements that made the initiatives successful and incorporate them into future initiatives, programs, and projects.

5. Continuously evaluate and refine: Leaders should continuously evaluate and refine their employee engagement initiatives to ensure theyremainrelevantandeffectiveinpromoting engagementandmotivationamongemployees.

6. Foster a culture of continuous improvement: Leaders can foster a culture of continuous improvement by encouraging employees to

providefeedbackandsuggestionsforimproving staff engagement initiatives and programs.

7. Allocate resources: Leaders should allocate sufficient resources, including time, budget, and staff, to ensure the success of employee engagement initiatives and programs.

Employee engagement is an ongoing process that requires continual monitoring and evaluation. Leaders must leverage engagement data to drive continuous improvement, gain an understanding of key elements for implementing successful engagement initiatives, and seek opportunities to rinse and repeat successful outcomes. By doing so, organizations can create and maintain a highly engaged workforce that contributes to their overall success.

CONCLUSION

In conclusion, employee engagement plays a crucial role in building a high-performing workplace culture. Leadership commitment is essential with creating a positive and inclusive work environment where employeesfeelmotivated,valued,andsupported.This guide carefully and skillfully outline critical steps for developing and maintaining employee engagement that leaders can execute as follows:

▪ Assessingemployeeengagementlevelsthrough surveys, focus groups, or other measurement tools.

▪ Establishing clear and measurable goals and objectives for engagement

▪ Identifying engagement drivers and developing a communication strategy

▪ Providingopportunities forprofessionalgrowth and development

▪ Implementing recognition and appreciation programs

EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT AND PERFORM

▪ Monitoring, updating, andrevisingengagement plans using engagement data to drive continuous improvement.

▪ Celebrating and embracing diversity in the workplace.

▪ Offering flexible work arrangements to accommodate employees from different generations and cultures.

By following these recommended action steps, leaders can create an engaged workforce that drives organizational success and enhances the overall employee experience. The key to sustained success is to regularlymonitorandevaluateengagement efforts, specifically, leveraging engagement data to drive continuous improvement while rinsing and repeating successful outcomes.

ABOUT THE AUTHOR

Kimbertly possesses a board range of executive and senior leadership business management experiences spanning more than three decades. He is the Founder & Managing Editor of WP Publishing, LLC, and a published author of several titles with his freshman title “Strategic Workforce Planning Federal Guide” serving among SHRM’s approved book recertification series. He is a mentor, inspirational & keynote speaker, and a member of SHRM Speaker’s Bureau. An accomplished leader, his career intersects across multiple work sectors, (military, corporate, entrepreneurial, non-profit, and federal government). Currently, he serves as Strategic Workforce Planning Advisor for the Centers for Disease Control and Prevention (CDC).

A transformative leader, Kimbertly also serves as a Board Director to the CDC Federal Credit Union (CDCFU) where he provides general direction of preserving theoverallfinancial risk related to liquidity,

EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT AND PERFORM

interest rates, compliance, strategies, transactions, and overall organizational reputation.

Prior to joining CDC, Kimbertly has held multiple executive and senior leadership roles as President and Chief Executive Officer of Double Eagle Enterprises; Director of Training and Workforce Development, Culpepper & Associates Security Services; Operations Management, FedEx Express; and Communications and Logistical Management, United States Air Force. Hehasbeenaninnovatorofdevelopingsystems,tools, methodologies, and best practices designed to allow organizational leaders to make informed decisions in hiring the right people, at the right place and at the right time.

Kimbertly is a Federal Executive Board (FEB), 2015 President Management Council Fellow. He holds an Artificial Intelligence/Machine Learning Certification from MIT, Sloan School of Management, Business Analytics Certification from Harvard Business School and a Master’s Degree in Business Administration and Bachelor’s Degree in Business Management from the UniversityofPhoenix. HeisalsocertifiedasaStrategic Workforce Planner (SWP) through the Human Capital Institute (HCI).

ACKNOWLEDGEMENTS

Writing this book has been the culmination of decades of experiences, encounters, and discussions. A journey that could not have been made possible without the love and support of family, friends, and colleagues. I first must thank the love of my life, my wife Sheryl, who remains my trusted adviser and anchor of support that help keep me grounded. I am forever grateful and thankful to have you by my side along this wonderful journey of life. I love you! A special thanks to my mother, Loretta, and sister, Shangra-la for being my unwavering support system throughout the years, thanks for always believing in me! I love you both dearly! To my children, and grandchildren, you inspire me towards being the best version of me and never forgetting that “greatness lives on the other side of fear”. Tomybrother andbest friend Ernie, thanks for being my daily sounding board and peer-reviewing this guide! Your counsel and wisdom is unmatched, and my life is truly better for having you in it!

EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT AND PERFORM

ToSandra,thankyouforwritingthe bookforeword, peerreviewandbookquote!Yourwisdomandcounsel has served me well throughout the years and I am forever grateful to have you in my life! To my mentors and internal Board of Directors, Avis, Sandra, Susan, Louis, and Reggie; your counsel, support, love, and friendshipisinvaluable!ThepathItraveltodayismuch smoother because of you! To my SHRM family, thank you for your continued support! The reality of this dream is stronger due to your support!

My list of acknowledgements is too long to name. TomyfamilyandfriendswhoIdidnotmention,please know I appreciate and love each of you for your support and love you’ve shown throughout the years. Iamtrulyfortunateto havesomanywonderfulpeople in my life. Thank you!

NOTES

INTRODUCTION

People Insight. (n.d.). 25 inspirational employee engagement quotes. Retrieved April 3, 2023, from

https://peopleinsight.co.uk/25-inspirational-employeeengagement-

quotes/#:~:text=%E2%80%9CEmployee%20engagement%20is% 20the%20art,results.%E2%80%9D%20%E2%80%94%20David%2 0Zinger

Inspirus. (2018, August 8). The Ultimate Guide to Managing a Multigenerational Workforce. Retrieved April 3, 2023, from https://www.inspirus.com/blog/the-ultimate-guide-tomanaging-a-multigenerational-workforce

Riegel, J. (2018). Cultural Diversity in the Workplace: Challenges and Benefits. eSalesTrack. Retrieved April 3, 2023, from

https://est05.esalestrack.com/esalestrack/Content/Content.as hx?aid=2181&system_filename=7a1269ec-7767-4d76-8740cf2667d108a2.pdf

NY Office Suites. (2018, November 15). Best Practices for Working with Different Cultures in the Workplace. Retrieved April 3, 2023, from

https://nycofficesuites.com/2018/11/15/best-practices-forworking-with-different-cultures-in-the-workplace/

Thomas International. (n.d.). The Importance of Cultural Diversity in the Workplace. Retrieved April 3, 2023, from

https://www.thomas.co/resources/type/hr-blog/importancecultural-diversity-workplace

ThisWay Global. (n.d.). Top Diversity Issues in the Workplace. Retrieved April 3, 2023, from

https://www.thiswayglobal.com/top-diversity-issues-in-theworkplace/

South Dakota State University. (n.d.). LGBTQIA+ Basic Terms and Definitions. Retrieved April 3, 2023, from, https://www.sdstate.edu/office-multicultural-affairsaccessibility/lgbtqia-basic-terms-anddefinitions#:~:text=LGBTQIA%2B%3A%20An%20acronym%20us ed,member%20of%20the%20lesbian%20community

CHAPTERONE

Kruse, K. (2017, October 24). 101 Inspirational Quotes on Employee Engagement. Retrieved April 3, 2023, from https://kevinkruse.com/employee-engagement-quotes/

Shuck, B., & Reio Jr, T. G. (2014). Employee engagement and well-being: A moderation model and implications for practice.

Journal of Leadership & Organizational Studies, 21(1), 43-58.

doi: 10.1177/1548051813487301

Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600-619.

doi: 10.1108/02683940610690169

CHAPTERTWO

Indeed. (n.d.). 20 inspirational quotes about company culture.

Retrieved April 3, 2023, from https://uk.indeed.com/careeradvice/career-development/quotes-about-company-culture

CHAPTERTHREE

FrontStream. (2021, February 16). 30 Inspirational Employee Engagement Quotes. FrontStream Blog. April 3, 2023, from

https://www.frontstream.com/blog/30-inspirational-employeeengagement-quotes

CHAPTERFOUR

Fortune. (2022, August 30). Forget quiet quitting managers are running off talent with ‘quiet firing.' April 3, 2023, from

https://fortune.com/2022/08/30/forget-quiet-quittingmanagers-running-off-talent-quiet-firing/

Gallup. (2022, September). U.S. Employee Engagement Trends. Retrieved from

https://www.gallup.com/workplace/350974/employeeengagement-trends-september-2022.aspx

CHAPTERFIVE

Vaynerchuk, G. (n.d.). Gary Vaynerchuk Quotes About Culture.

AZQuotes.com. April 3, 2023, from

https://www.azquotes.com/author/15023Gary_Vaynerchuk/tag/culture#:~:text=Company%20culture%20

is%20a%20religion%2C%20not%20a%20sermon.&text=I%20hat

e%20recording%20all%20the,current%20events%20and%20po p%20culture

CHAPTERSIX

BrainyQuote. (n.d.). Tom Peters quotes. Retrieved April 3, 2023, from https://www.brainyquote.com/authors/tom-petersquotes

Barling, J., Green, C. S., & Blake, S. T. (2012). The impact of employee engagement on performance: A meta-analysis. Human Resource Management Review, 22(4), 299-312.

https://doi.org/10.1016/j.hrmr.2011.11.007

Cascio, W. F., & Outtz, J. F. (2010). The link between employee satisfaction and business outcomes: Evidence from four countries. International Journal of Human Resource Management, 21(9), 1317-1338. April 3, 2023, from https://doi.org/10.1080/09585192.2010.483851

Goodreads. (n.d.). People don’t care how much you know until they know how much you care. Retrieved April 3, 2023, from https://www.goodreads.com/quotes/34690-people-don-t-carehow-much-you-know-until-they-know

Corporate Leadership Council. (2003). The business case for employee engagement. Retrieved from https://www.bcg.com/documents/file15320.pdf

Kristof-Brown, A. L., Kammeyer-Mueller, J. D., & Sharon, J. L. (2005). The relationship between work engagement and psychological well-being: A meta-analysis. Journal of Vocational

Behavior, 67(2), 165-185. April 3, 2023, from https://doi.org/10.1016/j.jvb.2004.05.005

CHAPTERSEVEN

Inspirus Rewards. (2021, July 27). Celebrating our 12th birthday with the Inspirus family! [Image attached to the post]. Facebook. April 3, 2023, from

https://www.facebook.com/inspirusrewards/photos/a.3184550 31515367/4431866526840843/?type=3

Biro, M. (2018). Employee engagement and organizational success. In M. Gursoy & T. Baum (Eds.), Hospitality employee management and supervision: Concepts and practical applications (pp. 149-166). Routledge.

CHAPTER EIGHT

Herman, A. (n.d.). Alexis Herman Quotes. BrainyQuote. April 3, 2023, from https://www.brainyquote.com/authors/alexisherman-quotes

Shah, M. (2019). The benefits of employee engagement and DEIA in the workplace. The Balance Careers. April 3, 2023, from https://www.thebalancecareers.com/the-benefits-ofemployee-engagement-and-deia-in-the-workplace-4161423

Carroll, J. (2021). How to create a culture of employee engagement and DEIA. Business News Daily. April 3, 2023, from

https://www.businessnewsdaily.com/16334-employeeengagement-deia.html

Dixon, J. (2021). How to improve DEIA in the workplace: Strategies and tips. SHRM. April 3, 2023, from

https://www.shrm.org/resourcesandtools/hr-topics/employeerelations/pages/how-to-improve-dei-in-the-workplacestrategies-and-tips.aspx

CHAPTER NINE

Judd, H. S. (n.d.). Quotes by H. Stanley Judd. Goodreads. Retrieved April 3, 2023, from

https://www.goodreads.com/author/quotes/1703322.H_Stanle y_Judd#:~:text=%E2%80%9CA%20good%20plan%20is%20like,b est%20way%20to%20get%20there.%E2%80%9D&text=%E2%80 %9CLearn%20from%20your%20failures%20%26%20go,you're% 20not%20growing.%E2%80%9D

CHAPTER TEN

Lakein, A. (n.d.). Quotes by Alan Lakein. BrainyQuote. Retrieved April 3, 2023, from

https://www.brainyquote.com/authors/alan-lakein-quotes