Agile Engagement: How to Drive Lasting Results by Cultivating a Flexible, Responsive, and Collaborative Culture

Achieve unprecedented business value by fostering true employee engagement Many organizations fail to realize and harness the power of their most valuable asset their employees. Though they can be developed into a true competitive advantage, engagement isn?t attainable if the employee isn?t invested in the company?s overall success. Agile Engagement offers business leaders a concrete strategy for building, maintaining, and utilizing employee engagement to achieve the highest level of business success. The key? Employees must feel like they are a part of their company?s culture instead of having it handed down to them. Stories of failed employee engagement initiatives abound, and they all have one thing in common: they begin from the premise of initiative rather than employee. True engagement occurs when an employee?s heart and mind are activated in a way that leads to their motivation and commitment to positively impact the company?s goals and vision. This book shows you how to create an environment that stresses a culture of unity at all levels by showing you how to: Create a clear, compelling vision and corresponding engagement strategy through the Engagement Canvas Communicate your unique culture strategy throughout all levels of your company Foster grassroots, employee–led engagement initiatives Improve engagement continuously with the Emplify Score tool Agile Engagement provides a deeper look into real engagement, helping you foster a work environment that?s rewarded with unsurpassed productivity, innovation, and competitive advantage, as well as employees who feel valued, respected, and heard. INDICE: Preface .I. The Engagement Engine .Chapter 1: Engagement and Culture Redefined .(OR, WHY CULTURE BELONGS IN THE BOARDROOM) .Defining Employee Engagement .Defining Workplace Culture .Chapter 2: Happiness versus Engagemen .(Or, Why Free Snacks Fall Short) .Chapter 3: Common Misconceptions .(Or, Why Culture isn t Just HR s Problem) .Misconception #1: Culture Is Only HR s Problem .Misconception #2: Cultures Are Static .Misconception #3: One Size Fits All .Chapter 4: Cross–Industry Engagement .(Or, Why You Don t Have to Sell Software to Be Cool) .Summary .II. The Workplace of Now .Chapter 5: Workplaces Without Borders .(Or, Why the War for Talent Has Gone Global) .Access .Legal Tools .Chapter 6: Working Across Generations .(Or, Why Variety is the Spice of Work) .Variety is Invaluable .Managing Millennials .Chapter 7: Free Agents on the Rise .(Or, Why We re Finally Free to Be You and Me) .Why Freelance Works .Managing Freelance Talent .Chapter 8: Partnering with Purpose .(Or, Why Partners Must Mesh With Your Culture) .Screening Outside Partners .Shifting Mindsets .Chapter 9: Trending Telework .(Or, Why Coffee Shops Are the New Corner Offices) .Where Work Gets Done .Working Remotely .Chapter 10: Culture–Friendly Policies .(OR, WHY OVER–LEGISLATION RARELY PAYS OFF) .Work Expectations .Chapter 11: Recruiting Revolution .(OR, WHY HIRING FOR INTANGIBLES MAKES A TANGIBLE DIFFERENCE) .A Lifelong Desire to Learn .Insatiable Curiosity .Adaptability .Learning Agility .Mental Discipline and Clarity .Imagination .Willingness to be Wrong and the Humility to Learn .Chapter 12: Technology Revolution .(Or, Why Technology Turned the Tables on How We Work) .Digital Transformation .Technology Trends .Technology Upended Work .Chapter 13: Mobile Revolution .(Or, Why It s OK to Leave Early For Your Kid s Soccer Game) .Reaching Your Audience .Cutting Through the Clutter with Mobile Apps .The Best of Mobile .Chapter 14: Resulting Challenges .(Or, Why Too Much of a Good Thing is a Bad Thing) .Infobesity .Overworked Employees .Potential Solutions .Chapter 15: HR of the Past .(Or, Why Manufacturing and Unions Forged HR) .The Rise of HR .The Bureau of Labor and Unions .The Growth of HR after WWII .The Civil Rights Era and Transition into the 1980s .Age of Technology .Decline of HR s Popularity .Current Role of HR .Strategic Shifts in HR .Chapter 16: HR of the Future .(Or, Why HR is More Than Forms, Filing, and Firing) .The War for Talent .HR Leaders .Summary .III.  The Engagement Canvas .Chapter 17: Engagement Canvas and Emplify Score Overview .The Rise of People Analytics .Enter the Engagement Canvas and Emplify Score .Engagement Canvas Inspiration .Navigating the Engagement Canvas .Completing the Canvas .Chapter 18: Why You Exist .Engagement Canvas Box 1 .Tips for Crafting and Communicating Your Why .Alignment .Chapter 19: Key Strategies .Engagement Canvas Box 2 .Chapter 20: Key Metrics .Engagement Canvas Box 3 .Chapter 21: Engagement Exemplified .Engagement Canvas Box 4 .Constituencies .Chapter 22: Unique Organizational Characteristics .Engagement Canvas Box 5 .Chapter 23: Communication Channels .Engagement Canvas Box 6 .Chapter 25: Culture Statements .Engagement Canvas Box 7 .Make It Authentic .Make It Specific .Chapter 25: Culture Aspirations .ENGAGEMENT CANVAS BOX 7 .Create a Culture BHAG (Big, Hairy, Audacious Goal) .Make Progress Every Day .Believe in the Worthiness of Your Aspiration(s) .Chapter 26: Resources Applied .Engagement Canvas Box 8 .Chapter 27: Emplify Score .Engagement Canvas Box 9 .Summary of Engagement Construct .Four Views of Engagement .Employee Engagement Model .Chapter 28: Three Key Employee Needs .Engagement Canvas Box 10 .Chapter 29: Engagement Canvas FAQs .IV. The Practice of Engagement .Chapter 30: Speak with One Voice .(Or, Why Conformity is Good Sometimes) .Chapter 31: Brand What s Important .(Or, Why Marketing Should Live in HR) .Chapter 32: Treat Employees Like Customers .(Or, Why We re All Created Equal) .Realize Looks Matter .Secure Marketing Resources .Create an Employee Advisory Board .Regularly Solicit and Act Upon Employee Feedback .Ask Employees to Drive Meaningful Change .Implement Employee–Related Change Management Strategies .Educate and Enlighten HR Staff .Summary .Chapter 33: Leverage Data .(Or, Why There s No Shame in Nerdiness) .Chapter 34: Set a Communication Cadence .(Or, Why Routine is Anything But Routine) .Chapter 35: Allow for Autonomy .(Or, Why We All Need Some Space) .Subcultures Are Agile Incubators for Ideas .Subcultures Are Grassroots .Subcultures Bind People to the Organization .Chapter 36: Make It Personal .(Or, Why Nobody Leaves Their Personal Life at Home) .Connect on a Deeper Level .Care for the Whole Employee .Chapter 37: Earn Trust .(Or, Why Trust Is the Foundation of Everything Else) .Intuitions Come First; Reasoning Comes Second .What Happens Between Two Brains When They Interact .Are You Warm or Are You Competent? .How Do We Get People to Trust and Collaborate with Us? .Chapter 38: Expel Poor Culture Fits .(Or, Why One Bad Apple Spoils the Bunch) .Summary .Chapter 39: Communicate with Employees .(Or, Why Mobile Apps Simplify Everything) .Simplification is Key .Conclusion .Acknowledgements .Author Bios .References

• ISBN: 978-1-119-28691-2
• Editorial: John Wiley & Sons
• Encuadernacion: Cartoné
• Páginas: 272
• Fecha Publicación: 28/12/2016
• Nº Volúmenes: 1
• Idioma: Inglés