Leadership

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."

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

To the Founders of WORC (for Workforce & Organizational Research Center), good jobs are better for employees, investors and for all stakeholders. Her company offers a complete suite of services for not-for-profits, investment firms, and the companies they own to profit from her organization's Worthwhile Jobs Framework.

With dedicated leadership and an actionable plan that prioritizes transparency, accountability and real results over rhetoric, the Purpose Pledge community aims to set a new standard for responsible business.

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

This Enterprise Engagement Alliance YouTube Show, Class 4 of the formal training program on Enterprise Engagement and Human Capital Management, kicks off with a panel discussion with four experts involved with engagement and human capital management in the US and in the European Union. Panelists are concerned that the human resources profession may not have the influence required to move CEOs to a more strategic and systematic approach to people management across the enterprise.

The Enterprise Engagement Alliance and Talent Management Evolution have created a People Value Impact Calculator (PVIC) that organizations can use to make better compensation, engagement, and marketing decisions and to better estimate the cost of disengagement on sales, profits, stakeholder experiences, and other goals and objectives. A basic one-company license for PVIC comes with an EEA Corporate Solution Provider Enterprise membership.

Speaking before the Interfaith Center on Corporate Responsibility, Leo E. Strine Jr., an expert on corporate governance, provides a clear definition of Stakeholder Capitalism that he believes finds common ground among the right and the left, including a little bit of pain for each side. If done right, Stakeholder Capitalism can benefit all the interests we care about while preserving our individual freedoms.

Going on its fifth year, the Purpose Summit brings together leaders in all areas of management seeking to make their organizations a better place to work and do business with, and to make life better for the customers, employees, or other stakeholders they serve. Many companies bring multiple managers to help foster alignment, according to the organizers.

This short article from Enterprise Engagement Alliance looks at the profound cost of employee disengagement and argues the need for and benefits from improving employee engagement levels in organizations.

This article looks at how organizations can maximize long-term financial performance through a strategic focus on their most valuable asset - human capital.

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.

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.

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."

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.

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.