General

This article looks at the compelling research links financial results and customer satisfaction to engaged employees and channel partners.

This article looks at the eight drivers of employee satisfaction and engagement.

These 25 firms surpass all others when it comes to strategically engaging their employees, customers and communities The Enterprise Engagement Alliance (EEA) has announced the Top 25 Most People-Centric publicly held companies in the U.S., based on a detailed analysis of independent research by McBassi & Company, a leading human capital analytics firm.

Improving Employee Engagement is not the product of one initiative. Organizations need a framework to achieve significant improvement in engagement. Sequencing and content of the initiative are critical, as is communication.

Every organization should implement some sort of assessment program to make sure their efforts are tracking and paying off. By Andrew Mazer. We all know that Enterprise Engagement isn’t a short-term project, it’s a continuous process of

This feature article from Engagement Strategies Magazine looks at how AstraZeneca's internal and external engagement efforts have helped to make it one of Fortune Magazine's "Most Admired Companies."

If you’re like the majority of companies, you go to market through one or more channels of distribution, which means it’s critical for you to generate loyalty to your brand among channel reps. Channel reps are the people who make the ultimate sale. They’re also the people who say “So, you want me to be loyal, huh? Well, you’d better give me a good reason.” Now what do you do? A recent study by Maritz demonstrates that a rep incentive program can be a great way to build loyalty – as long as you do it right.

This study from the Forum for People Performance Management and Measurement published in 2011 sought to understand the organizational drivers of employee satisfaction and employee engagement, and the downstream effects of these employee attitudes on customers and financial performance. This study was one of the research foundations for the creation of the Enterprise Engagement Alliance. The Forum was co-founded by Bruce Bolger and the Incentive Performance Center funded by The Motivation Show and about a dozen incentive companies in about 2000.

This document examines properties shared by Employee Lifetime Value and Customer Lifetime Value, which are explored in further detail in a 45-page research report entitled Employee Lifetime Value: Measuring the Long-Term Financial Contribution of Employees.

Steve Lipic, principal of Lipic's Engagement, formerly known as Lipic's Recognition, said he had an epiphany of sorts at the first Enterprise Engagement Alliance conference four years ago in Westchester County, N.Y, at which the original framework for Enterprise Engagement was presented.

Measuring Intangibles Boosts Performance A new EEA white paper, Human Capital Diagnostics: Measuring the Intangibles, offers compelling proof that companies perform better when they make a concerted effort to measure things like employee performance, engagement, innovation and change. If human capital represents a company’s largest cost and most critical asset, it follows that decisions about talent are among the most important any organization will make. It also means that accurate human capital diagnostic (HCD) and assessment tools are vital to organizations in order to prevent expensive mistakes in hiring, training, deploying and managing the performance of talent.

At a rate of over 30%, people managers across the U.S. report that they’re looking for opportunities elsewhere. What to do? Minneapolis-based Modern Survey recently released this and other pertinent data in a Spring 2015 engagement study whitepaper focusing on manager engagement,

This white paper from the Performance Improvement Council of the Incentive Marketing Association looks at how Sarbanes-Oxley requirements can affect incentive and recognition plans.

This research report suggests that use of promotional products can improve advertising results.

Although employee recognition is typically associated with rewarding years of service or outstanding performance, more targeted approaches have greater financial and cultural impacts. Every organization wants highly motivated and engaged employees who go above and beyond. A more nuanced approach to employee recognition can take service awards to new levels and deliver multiple benefits to your organization

To have any competitive edge, an organization’s talent management strategy must be integrated into its business strategy. Talent management is no longer about the discovery of a valued skill, but instead incorporates people management, enterprise goals, competitive talent infrastructure and optimized performance management. In other words, to get top talent, organizations have to offer a full-packaged deal.

In today's economic environment, employers are struggling to find every advantage possible to thrive, grow or simply to stay in business. For most US based organizations payroll represents the largest expense. Advantages therefore, come first and foremost through better talent management.

The old tools for reaching and building relationships with customers aren’t working as effectively anymore...

What's the role of rewards and recognition within the field of enterprise engagement? There is almost nothing more engaging than a carefully selected reward or gift well suited to the recipient and commensurate with his or her contribution, as a customer, channel partner, or employee.

This research article identifies several characteristics driving employee engagement, including employee satisfaction, and identifies organizational communication as a key driver of employee satisfaction.

Measuring the ROI on recognition programs is difficult, given the range of benefits and their long-term impact, but it can be done. This article from the Enterprise Engagement Alliance offers some ideas on how to do it.

Career management programs are supposed to help employees understand advancement opportunities and chart career paths with their organizations, resulting in greater engagement. However, research from Towers Watson reveals that employers and employees alike agree that career management programs are largely failing to meet these goals. This finding comes at a time when many employees believe their careers are stuck in neutral and say they would need to leave their employer to advance their careers. According to the Towers Watson Global Workforce Study, less than half of all employees (46%) and only 59% of high-potential employees – a group that employers should be working hard to keep – say their organization provides useful career planning tools. An even smaller group (42%) report that their employer provides advancement opportunities. Furthermore, roughly 4 in 10 employees believe they would have to join another company in order to advance their careers. Read more at www.towerswatson.com/en/Press/2014/10/career-management-programs-missing-the-mark-towers-watson-research-finds

“Embrace your biggest headache to make culture a competitive advantage,” emphasized Curt Coffman, Principal of The Coffman Organization, kicking off the Engagement Alliance regional meeting held Nov. 20 in Madison, WI. Sponsored by the Engagement Agency and one of its founders, FIRELight Group, which organized the event, the half-day program brought together executives from a variety of businesses in the Madison community.

The Conference Board, Deloitte and Sirota have announced the formation of the Engagement Institute. According to the web page announcing the new organization, these companies have come together to found a research community to advance the state of engagement. It will consist of leaders across industries who will work collaboratively to shape how organizations understand and drive engagement. Activities will include research and peer learning. Companies involved with this initiative include Apple, Oracle, Shell, Colgate Palmolive, Accenture, ITT, Nokia Solutions and Networks, Michelin, Johnson & Johnson, Microsoft, Philips, Unilever, Target, Caterpillar, Xerox, ADP, Coca-Cola, General Motors, Hilton Worldwide, Proctor & Gamble, Monsanto, AT&T, Amazon SanDisk, and Lowe’s, among dozens of others. We encourage any organization that’s serious about engagement to look into this new organization here.