One: making the case for change


Once you have run the numbers and got the attention of the top management group it is time to present the real facts. Assuming they recognise clearly the argument that it is going to be very costly not to be worried about employee engagement in the future, move along to the next phase and make the case for change.

Now you have them worried, you have them concerned . You have their attention.

Now is the time to explain - without turning it into a sociology lecture - how the employment mix and its desires and expectations are changing. How, if we want to engage our employees and get the very best out of them, we must be certain that they can get the very best out of us.

To do that, you need to explain the changes in the make up of your employees. Explain the lifestyle/workstyle options that people expect. Explain the need for flexibility. Again, though, put the numbers down. Illustrate what it means if you carry out the changes and successfully retain a significant portion of the workforce by setting some simple things in place to enhance their engagement quotient .

It boils down to this. In phase 1 you scared them by the costs of people leaving (in lost business and recruiting terms). In phase 2 you showed how much you can save when people choose to stay (how managing employee engagement impacts the bottom line).

But you still are not finished. What you need is confirmation.




The New Rules of Engagement(c) Life-Work Balance and Employee Commitment
Performance Tuning for Linux(R) Servers
ISBN: N/A
EAN: 2147483647
Year: 2006
Pages: 131

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