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IMPROVING ORGANIZATIONAL PERFORMANCE THROUGH ENHANCED EMPLOYEE ENGAGEMENT

 * Training Type Live
 * Presenter Pete Tosh
 * Topic Human Resources
 * Schedule March 20, 2023
 * Timing 01:00 pm EDT
 * Duration 01hr


REGISTRATION OPTIONS

One User Live $179.00 One User Live & Recorded $349.00 One User Recording
$199.00 One User Recording & Transcript $349.00 One User Transcript $199.00
Access Digital Download $249.00 Total $179
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PLEASE NOTE :

Access Information for Live Session will be emailed to you 12 hours prior the
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Access Information for On-Demand, Digital Download and Transcript will be
emailed to you 24 hours post of the live session.

Also, You can access the training information from your dashboard at
EliteCompliances.


DESCRIPTION

 * What is Employee Engagement?

Employee engagement is an emotional state and a behavioral reaction to an
employee's relationship with his/her manager and perception of the organization.
Engagement involves an employee's degree of focus, motivation, and passion for
his/her job.

 * Why is Employee Engagement Important?

Engaged employees are motivated toward the organization's success, take pride in
their work, suggest improvements, pursue self-development, boost organizational
performance, expend discretionary effort, say good things about their
organization, and plan to stay.

 * What is the Business Case?

Most organizations have significant opportunities for improvement. Across the
U.S. only 31% of employees are engaged. There have been over 100 research
studies proving the improvements in organizational performance resulting from
engaged employees.

WHY YOU SHOULD ATTEND



Organizations have a huge opportunity to benefit from a more engaged workforce
because only approximately 30% of employees are engaged:

 * With approximately 50% unengaged - going through the motions; not performing
   to their capabilities
 * And the balance of 20% are disengaged - unhappy at work and their mission is
   to make sure their co-workers are also unhappy

Employees’ Engagement needs are logical - such as:

 * Being told what’s expected of them
 * Having the materials and equipment they need
 * Receiving periodic recognition and praise
 * Feeling their supervisor cares about them
 * Any supervisor who’s willing can improve his/her team's level of engagement
   because there are employee engagement strategies that prove to be effective

Disney for example:

 * Trains its supervisors in the Engagement Coaching practices and behaviors
   expected of them
 * Gauges their supervisors’ performance through Employee Engagement Surveys
 * Holds their supervisors accountable using coaching, goals, appraisals,
   merits, bonuses, and promotions

Supervisors are the key to engaging employees. The two factors that have the
greatest impact on an employee's degree of engagement are:

 * The employee's relationships with his/her immediate supervisor
 * whether his/her supervisor is meeting the employee's few engagement needs

And your supervisors have multiple daily Engagement Coaching opportunities to:

 * strengthen the relationship
 * listen, learn and coach
 * enhance the employee’s engagement and performance

AREAS COVERED IN THE SESSION



 * Employee Compliance is Not EngagementCompliance is short-term, forced
   adherence because there are penalties for noncompliance
   Engagement is sustained, enthusiastic & willing performance
   Why just telling employees what you want them to do is not enough?
 * What is Employee Engagement?Characteristics of engaged employees
   How to improve employee engagement - three levels of engagement
   Strategy + Employee Engagement = Strategy Execution
 * The Business Case for Increasing Employee EngagementHighlights of the
   research study some involving multiple-Industries, over 20 years, with large
   samples of front-line employees and managers
   Why engagement is worth the effort
   Improving employee engagement to drive business performance
 * Companies Utilizing Employee EngagementNumerous brand name organizations have
   found that their facilities with high engagement have lower turnover, fewer
   accidents as well as higher productivity and profitability
 * The Significance of Your Role as a ManagerThe responses to engagement
   questions are based more on employees' opinions of their immediate manager –
   than the policies of the company
   Managers can impact an employee's discretionary effort by 20% or more
   Why great managers are catalysts
 * How Great Managers Release Their Employees’ Potential:Utilizing
   manager-employee touch points
   The employee performance needs most correlated with positive business
   outcomes
   Numerous practical ways for managers to meet each of the employee performance
   needs most correlated with positive business outcomes
   The secondary set of core employee engagement needs
   What about pay?

WHO WILL BENEFIT



 * HR Professionals New to the Field - seeking a comprehensive view of the
   subject with multiple initiatives
 * Experienced HR Professionals - seeking a refresher
 * Leaders & Managers - interested in understanding the benefits to the
   organization of increasing Employee Engagement


SPEAKER


PETE TOSH

(Human Resources)

Pete Tosh is the Founder of The Focus Group, a management consulting and
training firm in Macon, Ga. that assists organizations in sustaining profitable
growth through four core disciplines: • Maximizing Leadership Effectiveness •
Strategic Planning • Implementing Strategic HR Initiatives • Enhancing Customer
Loyalty The Focus Group has provided these consulting and training services to
manufacturing and service organizations across the U.S., Canada, Europe, and the
Middle East. Pete has worked closely with the leadership teams of organizations
such as Exxon, Brinks, EMC, State Farm, Marriott, N.C.I. YKK and Freddie Mac
Prior to founding his own firm 25 years ago, Pete had 15 years of experience in
Human Resource and Quality functions holding leadership positions including the
V.P. of Human Resources and Quality. Pete is co-author of Leading Your
Organization to the Next Level: the Core Disciplines of Sustained Profitable
Growth. Pete holds a B.A. degree in Psychology from Emory and Henry College and
Masters's degrees in both Business Administration and Industrial Psychology from
Virginia Commonwealth University.


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