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/

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About Ross Reck

Who am I? I am the author of The Engagement Formula, Turning Your Customers into Your Sales Force, The X-Factor and my popular weekly newsletter: Ross Reck’s Weekly Reminder. I'm also the coauthor of Instant Turnaround!, REVVED! and the best selling The Win-Win Negotiator. I've also spoken at hundreds of meetings, conferences and conventions throughout the United States, Canada, Latin America, Europe and Asia. My consulting clients include Hewlett-Packard, John Deere, American Express, Janssen-Ortho, Inc., Shire Pharmaceuticals, Philip Morris International, the Chicago Cubs, Rolls-Royce and Xerox. I received my Ph.D. from Michigan State University in 1977. From 1975 to 1985 I served a Professor of Management at Arizona State University. During my career at ASU I was the only two-time recipient of the prestigious “Teaching Excellence in Continuing Education” award and was identified by the university as an “Outstanding Teacher.” In 1985 I left my position at ASU to search full-time for a new "Management Model" to replace the current model with it's emphasis on authority, control and formal communication channels. Last February, I found it (it's actually a leadership model) and it's featured in my new book, The Engagement Formula: Three Simple Steps that Guarantee Full Employee Engagement.

2 thoughts on “What We Don’t Know About Employee Engagement

  1. Paul

    It really surprises me that even today one of the things that is still so much neglected by many companies is the feedback given to the employees. In my opinion, what really matters to keep your employees constantly engaged is to show them that their work is meaningful and that it has some tangible results. There’s nothing that puts people off more than a dull and steady job. You would be surprised but unhappiness in the workplace where progress means nothing is often connected to health problems. According to various surveys, people with low-paying jobs and with few possibilities to make progress have a higher risk of heart disease than those who feel satisfied in their careers. I just recently read that only a small number of employees are happy with their working environment which results in increasing importance being placed on different wellness programs and even a workplace exercise regimen to increase productivity and develop a more positive attitude.

  2. Ross Reck Post author

    Dear Paul,

    It surprises me as well. It’s back to Einstein’s definition of insanity: “…Doing the same thing over and over and expecting different results.” Yes, unhappy employees are more prone to heart disease, etc. because people are genetically programmed to be happy. When people are treated lousy at work or work or find themselves in a bad situation over which they have no control, they are denied the opportunity to be happy. As a result, they become psychologically ill which, in turn, causes them to become physically ill. Thank you so much for your comment.

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