WHY SHOULD I WORRY ABOUT KEEPING WORKERS HAPPY IN A TIME OF RISING UNEMPLOYMENT?
Because you can't afford not to. In an eye-opening survey of 10,000 employers in 43 states, the Best Places to Work are not only the most engaging work environments for employees - they are also the most efficient, productive, and successful. Even in the toughest economic times.
WHAT SEPARATES THE "BEST" FROM THE REST?
These companies understand and utilize the six "universal drivers" of employee engagement:
- Caring, Competent, and Engaging Senior Leaders
- Effective Managers Who Keep Employees Aligned and Engaged
- Effective Teamwork at All Levels
- Job Enrichment and Professional Growth
- Valuing Employee Contributions
- Concern for Employee Well-Being
HOW CAN I GET THE "BEST" FROM MY EMPLOYEES, MY COMPANY, AND MYSELF?
Table of contents
Chapter 1. Employee Engagement: The Key to Building a "Best Place to Work"
Chapter 2. Crosswind Factors: Why It's Harder than Ever to Build A Winning Workplace
Chapter 3. What Separates The Best from the Rest?: Six Universal Engagement Drivers
Chapter 4. Steering the Ship and Inspiring the Crew: Trust and Confidence in Senior Leaders
Chapter 5. The Real Job of Managers: Keeping Employees Aligned and Engaged
Chapter 6. The Power of "We" to Magnify Engagement: Building Team Effectiveness
Chapter 7. Job Enrichment and Professional Growth: The Present and Future Driver
Chapter 8. The Never-Ending Source of Engagement: Valuing Employee Contributions
Chapter 9. Getting Down to Basics: Two Ways of Viewing Employees
Chapter 10. Self-Engagement: The Employee Side of the Equation
Chapter 11. Becoming a More Engaged Workplace
Books in Brief Summary in HR Magazine
"The well-known annual “Best Places to Work” survey, by Quantum Workplace of Omaha, lists companies where employees want to come to work each day and give their best efforts. In Re-Engage, authors Leigh Branham, SPHR, and Mark Hirschfeld delve into how the best places to work keep employees at all levels engaged and productive, and offer lessons on how to revitalize your own employees’ engagement.
Interviewing everyone from secretaries to corporate leaders, Branham and Hirschfeld look for the characteristics of workplaces with engaged workforces. They found six factors that drive engagement:
- Engagement starts at the top, with leaders who care about employees and whom employees trust.
- Managers need to ensure that employees are motivated and stay aligned with company goals.
- Effective teamwork at all levels, with no “us vs. them” mentality, is essential.
- Managers encourage job enrichment and professional growth.
- The employer recognizes and rewards employees’ efforts in meaningful ways.
- The employer is concerned for and takes care of employees’ health and well-being.
Re-Engage details how companies can build these practices for themselves. Advice covers how managers can engage employees through building trust, assessing workloads, encouraging professional development and more. Ideas for teams include greater autonomy, accountability among team members and an end to management behaviors that undermine teamwork. The book examines why employers fail to recognize employee contributions and how specific recognition and rewards work.
The book includes Q&A sessions with top managers and senior HR leaders, as well as easy-to-use checklists and questionnaires to gauge whether a workplace is engaging employees.
Listen to authors Leigh Branham and Mark Hirschfeld summarize their findings into what creates a highly engaged workplace."
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