Tag Archives: Ross Reck’s Engagement Blog

Why Not Make Full (100%) Employee Engagement Your Goal

As I visit with people who work for different businesses, I hear about their efforts to improve the level of employee engagement. The common element of all these conversations is that these people are only trying to improve the level of engagement by a few percentage points instead of aiming for full (100%) employee engagement. With the global level of employee engagement hovering around 30 percent, a few percentage points of improvement really isn’t anything to write home about. What businesses need to do is start swing for the fences when it comes to improving the level of employee engagement and make full employee engagement their goal. The first step in doing this is to read a copy of my new book, The Engagement Formula which presents a new leadership model that guarantees full (100%) employee engagement. The truth of the matter is that it actually takes less effort to achieve full employee engagement than it does to raise the level of engagement by a few percentage points. For more info, go to: www.rossreck.com

A Quick Story About Positive Affirmation and Revenue

This very powerful story was sent to my by a friend of mine and I’d like to share it with you.

“The last company I worked for was strong for the first few years and then started declining once we took on investor money and got away from our core values. At one point, the founder (no longer the CEO at this point) sent me 2 graphs. One was titled “Revenue”, and the other did not have a title. The 2 charts were very similar. They had spikes around the same times and dips around the same times. He asked me what I thought the second graph was, and I could not figure it out for the life of me. Finally, he told me that the second chart was the number of posts on the ‘iRock Board.’ The iRock Board was a little module that I added to our in-house software that allowed employees to post messages about coworkers that went above and beyond. The 2 graphs showed that when our employees were posting lots of compliments, revenue went up. When the iRock posts started to decline, so did our revenue.

Kind-of makes you think… :-).”

If Businesses Expect to Engage their Employees, They Must Change the Way They do Things

Albert Einstein once said that insanity is doing the same thing over and over and expecting different results. Business have been managing their employees the same way for more than a half century and the level of employee engagement is still only 23 to 31 percent. Clearly, change is needed before the level of employee engagement can significantly improve. The Engagement Formula, which I recently discovered, is the key to making the necessary change happen. This formula contains three simple steps that guarantee full (100 percent) employee engagement. Think of what it would mean to the success of any business if all its employees were working at their full potential. If you’re interesting in learning more, here’s the link: http://rossreck.com/

At Last! A Solution to the Employee Engagement Problem

Employee engagement is extremely to the success of a business because it’s the primary driver of its financial performance.  At the same time, research by Towers Perrin and BlessingWhite point out that only 21 to 31percent of the global workforce is engaged with their work. Clearly, something is very wrong with the way businesses deal with their employees or the level of employee engagement would be much closer to 100 percent than it is.

My recent book, The Engagement Formula presents a completely new methodology for working with employees that guarantees full employee engagement. If a business organization follows this formula, 100 percent of its employees will become engaged with their work—all working at their full potential. Think of what it would mean to the success of any organization—profit or non-profit—if it could get all of its employees engaged with their work. If you’re interested in looking at it, here’s the link: http://rossreck.com/

The Key Reasons why Engaged and Disengaged Employees Stay with Their Organizations

BlessingWhite, in their 2011 Employee Engagement Report,listed a finding that was particularly intriguing: engaged employees plan to stay at their current organizations because of what they can give. Disengaged employees, on the other hand, stay because of what they can get. This says very clearly that employee engagement is not just about money. It’s more about being able to make a valued contribution to something that matters.

Employee Engagement Isn’t Rocket Science; It’s Common Sense!

It seems like every time the business media features a company with high level of employee engagement, it refers to the company’s methodology for dealing with its employees as being new and innovative. In reality, all companies with a high level of employee engagement do the same basic things: They hire qualified people who mesh tightly with the company’s culture, they pay them well, treat them well and then get out of their way and let them do their job. In return for this special treatment, employees keep their company ahead of the curve when it comes to innovation and they see to it that the company’s customers are never disappointed. This results in higher levels of repeat and referral business which translates into significant increases in market share. This is pretty simple stuff when you think about it; not rocket science.

My new book, The Engagement Formula, provides a common sense blueprint that guarantees full employee engagement. If a business organization follows this blueprint, 100 percent of its employee will become engaged with their work–all working at their full potential. Think of what this could mean to the success of any business–profit or non-profit. For more information, please click on the following link: http://rossreck.com/

 

What We Don’t Know About Employee Engagement

We know a lot about employee engagement.  We know that it’s about getting employees excited about giving all their energy, creativity and passion to performing their jobs.  We also know that it’s the primary driver of financial performance of a business organization.  In addition, we think we know how to measure it.  Numerous consulting firms have employee surveys that are purported to measure the level of employee engagement at any particular business organization.  What we don’t know is how to create employee engagement.  This is evidenced by the fact that the level of employee engagement (world-wide) hovers around 30 and it’s not increasing.  If we knew how to make employee engagement happen, the level would be closer to 100 percent.

My new book, The Engagement Formula, solves this problem.  It presents three simple steps that guarantee full employee engagement.  If a business organization follows this formula, 100 percent of its employee will become engaged with their work–all working at their full potential. Think of what this could mean to the success of any business organization–profit or non-profit. For more information, please click on the following link: http://rossreck.com/

In 1960, Douglas McGregor Laid the Foundation for The Engagement Formula

In 1960, Douglas McGregor laid a solid foundation for The Engagement Formula in his book, The Human Side of Enterprise.  Keep in mind, the term “employee engagement” was not in common usage at the time, but McGregor was fully aware of the low level of employee engagement that existed even then.  As he put it, “Many managers would agree that the effectiveness of their organizations would be at least doubled if they could discover how to tap into the unrealized potential present in their human resources.”   He reasoned that the traditional management model, which he referred to as management by direction and control denies individuals the opportunity to satisfy certain needs at work that are important to them.  As a result, using this management model actually prevents businesses from tapping in to the full potential of their employees.