2. Team Members
Craig Alexander (606) 923-3117
Finance & Human Resource Management
Xavier University
Cincinnati, Ohio
Eric Cousins (989) 860-3793
Marketing & Finance
Grand Valley State University
Grand Rapids, Michigan
Mike Kahovev (630) 930-4788
Business Management Information Systems & Information Technology
Eastern Illinois University
Charleston, Illinois
Jennifer Phiri (440) 821-3715
Fashion Merchandising
Kent State University
Kent, Ohio
(317) 645-3784Steven Rushforth
Management, Human Resource Management & Marketing
Indiana University – Kelley School of Business
Indianapolis, Indiana
Gabriel Waldron (989) 763-7080
Human Resource Management
Central Michigan University
Mount Pleasant, Michigan
Coordinator
Ryan Keegan
3. Table of Contents
INTRODUCTION 1
WHO IS FALLING THROUGH THE CRACKS 2 - 3
WHAT DRIVES EMPLOYEES 3 - 5
WHAT CAN WE DO? 5 - 6
WHERE DO WE NEED TO GO? 6 - 8
SPEEDWAY LLC SOCIAL PLATFORM 8 - 10
ROLL OUT 10 - 12
HOW DO WE ENSURE EMPLOYEE BUY IN? 12 - 13
HOW CAN SPEEDWAY BENEFIT? 13
ORGANIZATIONAL COSTS VS. BENEFITS 13 - 14
HOW WILL THIS IMPACT THE BOTTOM-LINE 15
WHAT WILL BE THE RETURN ON INVESTMENT 16
CONCLUSION 17 - 18
RESOURCES 19 - 20
4. 1
Introduction – Where are we now?
Today, Speedway is a rapidly growing, customer focused company comprised
of approximately 2,740 locations that are committed “To be the customer's first
choice for value and convenience” (Kenney, n.d.). Speedway prides itself on hiring
and developing diverse individuals that embody the same dedication to customers
within several different career areas. As Speedway continues to grow it is imperative
that employee engagement is a continual consideration within each department of
both corporate and operations.
Throughout company departments, a growing organization implements a
number of changes and reorganization of delegations as demands increase across
the board. Commonly, outside talent is brought in to fulfil such demands, and while
this is an operational necessity, it can be the cause of much internal dissatisfaction
among current employees, which can in turn lead to a decrease in employee
engagement. There are a number of aspects of organizational structure and benefits
that can drive employees to produce top results; however, just a few negativities can
have a deteriorating effect on engagement.
As an organization that provides growth potential for exceptional talent that
truly possesses Speedway’s values, it is vital that no current employee that
exemplifies such characteristics falls through the cracks within the
organization. “Employees are unlikely to be happy if they continue to come to a job
that offers no room for growth and advancement”…“research found that having the
ability to advance at work made employees more inclined to stay at a company to
strive for those opportunities” (Mielach, 2012). Therefore, it is imperative that there
is a direct connection between Human Resources and company talent that allows for
each employees individual education and aspirations to connect with company talent
demands.
5. 2
Who is falling through the cracks?
As an organization, which provides immense growth potential for
extraordinary talent that truly possesses Speedway’s core values, it is imperative
that no current employee embodying such traits falls through the cracks within the
organization. In order to achieve this goal, our team spent the last several weeks
observing and interacting with the employees from a number of store locations
throughout the Midwest region of the United States. Our main objective was to
understand what drives these talented employees, as well as detect any factors that
appeared to have a negative impact on their current level of employee engagement.
To illustrate our findings, let us now introduce you to “Dan,” the Speedway (LLC)
employee persona developed by our team.
Dan is a forty year old, college–educated individual who moved to the
Indianapolis area five years ago with his family. He has a loving wife, two beautiful
children, and one crazy dog. Upon their arrival to Indianapolis, Dan began
researching local employment opportunities. He was looking for a stable
organization that offered growth opportunities. This search led him to interview with
Speedway. After learning about the company and hearing what they had to offer,
Dan was excited about the opportunities that Speedway could bring to him and his
family. Dan joined the Speedway team in 2010 as a general manager trainee.
Within a very short time, he proved that he was a talented individual. He quickly
demonstrated that he understood the core values of Speedway, and fit seamlessly
into the culture of the organization. Once placed in his own store, Dan’s success
continued. From day one, Dan brought life into his store. He built a relationship with
his staff and he was well–liked by his customers. The quality of his work is
exceptional and his easy-going style was much appreciated. Despite experiencing
failures at times, Dan has always strived to meet every goal set before him.
6. 3
According to Roy, the district manager overseeing Dan’s area, “I can always
count on Dan to get his job done, overcome obstacles, and find the best solutions to
keep his team on track. I never have to worry about him ‘dropping the ball’, and he
always represents his store with diplomacy and thoughtfulness. He is a real team
player, and often steps up to help his co-workers in areas outside of his ‘normal’
responsibilities. I am truly fortunate to have Dan as a member of my team.”
Over the past five years, Dan has been, and continues to be, a dedicated, loyal, and
trustworthy employee within Speedway’s organization. However, in recent months,
he can’t help but feel like he has become just a number in a large company.
Despite proving he is able to execute as a manager, Dan has been passed over a
number of times for promotion opportunities. He feels as if he has become stagnate
in the company. While he still believes Speedway could be a great opportunity, Dan
has become aware to his position in life. Understanding the importance of life
planning, Dan has begun seeking out information on alternative employment
opportunities.
What drives employees to produce top results?
There are many things that factor into the motivation of employees. Many of
the things that affect motivation can be narrowed down into two major categories: (1)
the knowledge and capabilities of upper management; (2) the employees’ perception
of their role in the organization (i.e., they feel that they add value and are a part of a
meaningful cause). These are the most important factors driving our employees to
become engaged, self-motivated assets to the company. Moreover, each category
can be broken down into further iterations, but the most important part of engaging
employees is the work. According to research in a Forbes article, people do not
routinely leave bad management anymore, they leave bad organizations (Bersin,
7. 4
2014). Organizations need to make sure that the work their employees are doing is
meaningful to them. There are many ways to make work meaningful.
Most employees have a higher ambition than to stay in their current position.
The most obvious way to make their work meaningful is provide ways to advance
further in their career. According to Deloitte, more than two thirds of employees
believe that it is management’s job to provide them with accelerated growth
opportunities in order for them to stay. Roughly 60 percent of millennial employees
hope to become the leader within their current organization (Deloitte, 2015). This
proves that advancement opportunities directly affect the engagement of the
employee.
Other factors that make work meaningful would be new responsibilities and
autonomy. When employees are doing the same tasks over and over again, their
level of interest falls. Employees need to experience different responsibilities
throughout their career. Employees also need a certain level of autonomy. This
allows workers to leave their own fingerprint on tasks. If the employee feels like they
are able to complete certain tasks more efficiently or easier, it is also beneficial to the
company.
We also need our employees to be involved within the decision making
process. Just like if they have come up with a way to make their tasks more
efficient, we need their input on how to make the operation as a whole work better.
Employees also need to be recognized when they do something that is good for the
company. Showing appreciation is a free and impactful way to let employees know
that they are doing a good job and that their hard work is not going unnoticed.
Another big factor in engaging employees is our management. Management
at all levels needs to be concerned with the outcome of their employees. Think back
to Dan’s career, he has become a great general manager, but he has the potential to
continue to advance. Dan needs support from the management above him to help
8. 5
him advance further into his career. With the help from upper management,
promoting from within is something that should be continuous throughout Speedway
as a company. Along with coaching and developing employees, managers should
also be working on communication throughout the organization. If communication is
strong and managers are working together to develop every employees strengths,
then employee engagement is sure to prosper.
The biggest part of a manager’s job is to develop their employees. Each
employee should be properly trained on every single task they are asked to
complete. This training should be extensive and should cover each thing they will be
asked to do. After the training period, when the employee can properly complete the
tasks alone, management should notice each employee’s strengths and
weaknesses. If management can notice what tasks each employee excels at then
they can utilize that employees strengths and have them do what they do best. We
need to optimize all employees’ skills. When an employee is good at something they
are likely to do the job better and enjoy doing it immensely more.
What can we do?
Our employees, everyone from CSR to GM, need to be engaged as a team,
starting with our GM. A GM’s job could be described as a coach and an enforcer.
The main job as a manager is to train, coach and develop employees. While 60% of
millennials want to become a leader in their organization, only 27% believe their
leadership skills are strong (Deloitte, 2014). Too many of our managers are stuck in
shift leader mode, completing every task in the store. Our managers need to
implement the “command center” mind-set and start delegating. In order to do this,
every employee must be adequately trained on how to do the job correctly.
Another way that our management can engage our employees is by getting
them involved. This can be done many ways. One way would be to allow our
9. 6
employees to experiment with different tasks and see whose skill set is better at
completing certain jobs. Another way is to get employees involved in action plans,
employees may have a different viewpoints than management. For example, the
DM I shadowed had to come up with a plan of action to consistently pass ECE and
FQI. He allowed the GMs to create their own plan, with a little direction from him and
FIMS. This is beneficial to the company because it does provide new ideas and
perspectives to problems and solutions. It is also easier for DMs and RMs to hold
GMs accountable, because they are the ones who implemented the potential
solutions.
Another easy way to get more involved with our employees is a simple
recognition program. In the store I worked in, The DM and GM gave out rewards to
our top performers. The DM would give out a number 1 button for the leader in
MLCB rate and selling point. This is an extremely cheap way to show our
employees we appreciate them. The GM also sporadically gave out rewards to our
top performers if they reached their goal as a team. She gave out gift cards, out of
her personal funds, to show her appreciation to her staff.
Where do we need to go?
It is important to know exactly where we plan on going as an organization,
considering the exponential growth that Speedway is currently enduring. After
working as a group throughout the company, we believe that there are multiple core
ideas that we should ensure we are fulfilling at the store level. Let us first all agree,
that the most important part of our business is the employees, and the people that
work within our organization. We believe that while Speedway currently embodies a
culture that talks about people and their development; as a company we can do this
at a more intimate level. By giving our store level employees more recognition for
the things that they do, we believe that it will ultimately affect the company in a
10. 7
positive way. By empowering our employees to make the customer satisfied and
celebrating successes within the store, we can truly say that in the future, our people
will be the company's greatest asset.
Perhaps one of the most important issues related to our people is the high
turnover rate within our stores. It is safe to say that while some turnover is expected,
our turnover rates are fairly large numbers. After calculating the total cost of
onboarding an employee, our team figured that every CSR that we on-board costs
the company roughly $2800.00. This number includes things such as the 24 training
hours that they are paid for; the time a recruiter, store manager, and other training
staff spend with that employee; and other related costs such as on-boarding packets
and company uniform shirts/nametags. If you use the $2800.00 figure, and multiply
it by the amount of employees that we hire that quit within a 3-6 month period, the
totals are staggering. Some regions maintain total on boarding costs that range from
$2,000,000 - $4,000,000 year-to-date (In just 7 months!). Imagine if we could retain
more employees, and ultimately lower our on-boarding expenses so that we can use
those savings to invest in long-term employees. As a company, we must stress the
importance of every new hire that we take on. Instead of just seeing a CSR as
replaceable; we should see that employee as a long-term financial investment from
the company's point of view. We must ask ourselves: Why do we have such high
turnover rates? How can we control these rates? How do we make our employees
feel more valued so that they are more productive, and so that we can get a return
on investment from our original $2800.00 we put into the employee?
By celebrating successes and bringing back the pin-program, we believe we
can make our part-time employees feel valued at low cost to the company. Creating
a pin that a manager can award to CSR’s with outstanding customer service, or that
exemplified teamwork philosophy can truly make a CSR feel more intimate with the
company and its goals. At a general manager level, we must be sure that general
11. 8
managers have the correct co-manager and shift lead team in place. As a company,
we must make sure we do not set our managers up for failure by not supporting
them. After All, it is the stores that make our company profitable. It is important to
remember that without the correct managers in place, and CSR’s that feel valued,
our company cannot live up to its full potential. As the company expands into new
markets, it is the prime time to make changes at a corporate level to make
employees feel more valued by their employer.
Cross level communication should be a large part of upper management's job.
Imagine if a District Manager was asked to give out two compliments a day while
visiting stores. Having a DM pull a CSR aside and tell that employee how good of a
job they are doing would make the employee feel more valued by the company.
Overall, it is important to remember the most expensive, and the most important part
of our business is our people. If the company truly values its people, future company
potential is endless.
Speedway LLC Employee Social Platform?
As a company that has recently grown exponentially, finding talent to fill
leadership positions is a tremendous task. Having a large pool of employees
throughout such extensive geographical locations, makes it difficult for picking out
capable promotable leaders, especially those willing to relocate to different areas to
further their careers. Therefore, social media is an excellent tool that can be utilized
by Speedway to seek out possible internal talent. For example, LinkedIn has an
excellent platform for human resource professionals throughout the world to seek out
and draw in talent. Imagine if Speedway had an internal career platform similar to
one such as LinkedIn? Not only would there be fingertip access to talent throughout
the company, there would also be a face to everyone’s name. Our group would like
12. 9
to propose the idea of creating such a platform for Speedway’s employees in order
to create more employee engagement and more promotions from within.
Clearly, LinkedIn is an overall basic platform that depicts the professional’s
basic resume and interests, however, it would be highly beneficial for Speedway’s
internal platform to have additional advancements. For example, in order to allow
human resources to find current talent willing to relocate, push notifications should
be available within their personal page that allows for them to specify the regions
throughout the country that they would be willing to relocate to. Additionally, while
many employees do like to work their way up through the same career path, there
may be others willing to transfer out of direct operations and into corporate.
Therefore, the platform should allow the employee to make available what career
paths they would enjoy in addition to their current position.
More importantly, this medium would allow human resources to sift through
current talent at their fingertips. Employees could update their skills and schooling
and help the recruiting centers find exceptional talent from within to fill positions that
require college degrees. Human resources could list vacant positions on the
platform and set up push notifications to anyone who would fit the needs of the
position. This would not only help employees become aware of the different position
openings, it would also increase the efficiency of the hiring process. An additional
advancement that could be utilized could be an interview schedule builder. While
this tool is a great source for both the employee and the human resource
department, it is important to note that it would not replace the current career
platform that is already set in place for application submissions. Rather, this tool
would bridge the gaps between the employee, management, and corporate through
a more personal connectivity through Speedway’s departments.
Furthermore, this company social platform could be used to initiate many
positive reinforcement incentives. Globosource states, “Social recognition
13. 10
technology that makes it easy to reward good behavior and gain insight into your
corporate culture and values” (Globosource, n.d.). Additionally, such a platform
would be “A modern approach to celebrating employee service anniversaries more
meaningfully, consistently and efficiently and recognize safe behavior in the
workplace and reinforce and promote positive activity” (Globosource, n.d.). Clearly,
such a platform can also be utilized to promote and define the overall big picture of
Speedway LLC. Jonathan Yarmis (of The Yarmis Group) states that a company
social site is “profoundly important. It allows people to do things with information that
they can't do with email. During the course of the day you can ask, 'Who do I know
that knows what I need to know?' You can only do this on a social networking
platform" (Weiss, 2012).
How will we roll it out?
We realize that our internal communication platform idea may seem a bit lofty
and far-fetched, but we encourage you to keep an open mind while we describe our
vision and how each part would create value for Speedway.
Each employee would be given access to the internal communication platform
(let’s call it Speedy News Outlet or SNO for short). Every user would be able to
share their basic information, a picture of themselves, and perhaps their interests.
Each user would have a homepage, which could have broad company news,
updates, and maybe even something lighter such as a district or store spotlight. At
the home page, there would be three simple main tabs: News, Career, and Learning.
Within the News tab, there could be more in-depth news about the company
or even the industry as a whole. There could be news from within, passed down
from corporate, and there could also be relevant news curated from news outlets on
the web. This is a great opportunity for upper management to communicate with the
entire company in a quick, efficient, and inexpensive way. The second part of the
14. 11
News tab could have data and benchmarking. There could be data on the whole
industry such as current gas prices based on location, and a stock ticker of Marathon
and other companies in gasoline/convenience store/fast food industries. Then, there
could be a section with internal data only-quarterly or monthly data on our
sales/margins/revenue/etc. This would be a great spot to post data specific to a
region/district/store such as KPIs, or selling point/bonus tracking. Finally, the News
tab could also have a section with updates on current marketing and sales
promotions that the company is offering or will be soon offering.
The Career tab would give employees an opportunity to sign up for updates
when job opportunities become available based on their pre-selected desired
position or geographic area. Such a tool would be highly beneficial to employees
like Dan, who would have the ability to make internal connections throughout the
organization, and easily search for growth opportunities. It would also have a
searchable master list of all job opportunities available within the company for
employees to peruse. For example, if an employee found a position that they were
interested in, they would be referred to the actual HR website where employees
currently apply for new positions.
Last but not least, the Learn tab would offer many useful resources for
employees to feel supported and brush up on their skills. The two main portions of
this tab would be the Training section and the Discussion Board. The Training page
could house all of the training videos that employees are supposed to watch in case
they forget something or want to make sure they understand issue completely.
There would also be a section that would contain documents and policies, which any
employee could view, download, or print within one easy location. Finally, it would
also be great to have a “History of the Company” section so employees can be
knowledgeable and clear on topics such as our relationship with Marathon, and our
specific industry. While this is already available on the main company website, it is
15. 12
beneficial to display such information within the social site as a reminder of
Speedway’s overall big picture as a leader and provider in excellent customer
service, convenience, and value. The Discussion Board would give employees an
opportunity to learn from each other, or perhaps from someone outside of their store.
New management could link with seasoned employees and develop positive
mentoring relationships. Additionally, there would be basic threads set up (ECE,
Outside tasks, Inside tasks, Policies, Pay/Bonus Structure, etc.), or new threads
could be created. This would give employees the opportunity to ask how other
stores/divisions/regions do certain things, learn new techniques, discover tips and
tricks to simplify tasks, and support one another.
How do we ensure employee buy in?
In order to get employees to buy-in to the idea of SNO, they first would need
to have sufficient access. It would need to be available to employees not only at the
training computer within the stores for employee use before or after their shift, but on
any computer that has internet access, for example, from home. This would allow
employees to engage with the platform on their own time and at their own pace
without feeling the pressure of the fast-paced workplace. This would allow them to
really experience the platform to its maximum potential. Obviously, this means that
we as a company would not want to put anything on SNO that we wouldn’t want our
competitors to know.
Next, employees need to see SNO as valuable if they are going to buy-in. If
corporate updates the content in a timely manner, such as posting current news
daily, highlighting excellent employees, updating the job listings, and generating
continuous conversation on the discussion board, we are confident that employees
would begin to realize the positive benefits of SNO and would use it more and more.
16. 13
Furthermore, SNO can also be utilized by corporate to identify any areas of concern
or strength between company/employee relations.
How can Speedway LLC benefit?
SNO is designed specifically for tackling one of Speedway’s largest issues—
employee engagement. We can get our employees to be engaged in their job by
making requirements explicit, giving them the tools to do their job effectively,
providing an opportunity for feedback, and a sense of belonging. The different
pages built into SNO (company updates, industry benchmarking, messages from
management, data reports, career opportunities, training resources, discussion
board) provide a high level of transparency and information sharing throughout the
organization. Likewise, it grants employees the opportunity to interact with the
company outside of their shift hours, making Speedway a part of their lives. This
increased employee engagement leads to a more satisfied workforce. Happy
employees tend to show increased work ethic, which leads to greater efficiency and
(eventually) reduction in turnover. In brief, it’s a win-win for our workers, Speedway,
and most importantly, the customer.
Organizational Costs & Benefits
David Schroeder of Loyalty Nation states, “...the cost associated with an
Employee Engagement Program should always be weighed against the VALUE that
a well-designed employee engagement programs brings to an organization”
(Schroeder, 2011). Understandably, any program implementation will have an initial
cost to an organization; however, many experts agree that employee engagement
can provide long term financial benefits when implemented successfully. “Gallup’s
‘State of the American Workplace’ survey concluded that just 30 percent of American
workers feel engaged in their jobs. Fifty percent of your employees are ‘not
17. 14
engaged,’ while 20 percent are ‘actively disengaged’ and negatively impacting their
companies” (Kaplan, n.d.). “Deloitte’s ‘2013 Worker Passion Report’ concluded that
American workers are ‘neither empowered nor inspired to navigate the challenges
faced by 21st century organizations’ (Kaplan, n.d.). Clearly, unengaged workers are
“sources of lower levels of productivity, customer satisfaction, product quality and
corporate profits,” costing “the U.S. between $450 billion and $550 billion in lost
productivity each year” (Kaplan, n.d.).
On the other hand, successfully driving employee engagement can provide
“double the rate of success of lower engaged organizations” (Baldoni, 2013).
Additionally, “top-quartile firms have lower absenteeism and turnover. Specifically,
high-turnover organizations report 25% lower turnover, and low-turnover
organizations report 65% lower turnover. Engagement also improves quality of work
and health. For example, higher scoring business units report 48% fewer safety
incidents; 41% fewer patient safety incidents; and 41% fewer quality incidents”
(Baldoni, 2013).
18. 15
How will this impact the bottom-line?
There are a number of different factors that employee engagement, or lack
thereof can affect the bottom-line, and these include: Productivity and Profitability,
Absenteeism, Employee Turnover, and Overall Cost of Employee Turnover (Straz,
2015). Reflecting back to page 7 within this documents highlights the costs of
continuous onboarding, which is an issue throughout the organization.
Reduced turnover calculations related to onboarding:
***Some regions maintain total on boarding costs that range from $2,000,000 -
$4,000,000 year-to-date (In just 7 months!). Experts state, “high-turnover
organizations report 25% lower turnover”, which calculates:
2,000,000(0.25) = $500,000 regional cost reduction (7 months)
4,000,000(0.25) = $1,000,000 regional cost reduction (7 months)
12 month forecast
3,428,571(0.25) = $857,124 regional cost reduction
6,857,142(0.25) = $1,714,285 regional cost reduction
Average cost of company internal social media site:
“One of the biggest providers of corporate social networks is Salesforce.com,
the online business software company based in San Francisco. It said 80,000
companies use its corporate social network, Chatter, up from around 10,000 when it
was introduced a year ago…Salesforce and Yammer both offer free versions of their
social networks to companies. Salesforce charges $15 per user a month for its
premium network — existing software customers pay nothing extra, however —
while Yammer’s costs $5 per user a month. (Kopytoff, 2011).
19. 16
What will be the Return on Investment?
The return on investment (ROI), regarding the above highlighted issues and
considerations, is impacted by both employee turnover and engagement program
related costs (Internal Employee Social Site (SNO) & internal communications).
Studies maintain that the following areas can become positively or negatively
affected by the level of employee engagement an organization possesses:
Operating Income, Profitability & Attrition, Customer Loyalty, Productivity, and
Turnover.
• Low engagement scores earn an operating income 32.7 percent lower than
companies with more engaged employees.
• Highly engaged workforce experience a 19.2 percent growth in operating
income over a 12-month period.
• Engaged companies grow profits as much as 3X faster than their competitors.
• Highly engaged employees are 87 percent less likely to leave the
organization.
• 2X higher customer loyalty
• 2X higher productivity
• 2X lower turnover
(DecisionWise, n.d.)
However, statistics show that the cost of a disengaged employee can cost an
organization “$3,400 of every $10,000 of annual salary” (DecisionWise, n.d.).
20. 17
Conclusion
Since Speedway recently grew from being a company in only 9 states to a
company functioning in 23 states, it is obvious that change is going to take place.
With that being said, this is the perfect time to make some changes that will improve
employee engagement. Employee engagement is not just keeping the employees
happy, but also providing them with the tools to make it possible to advance and
excel in their positions. If employees are given the chance to excel at jobs that make
them feel appreciated and accounted for, then they are going to be happy. We want
to keep all of our employees happy because again, our people, our employees, are
what make Speedway’s success a possibility.
Throughout our time working with Speedway, we as a team noticed a few
things that we would change to help improve employee engagement. First, we
analyzed the people that we interacted with in order to observe any negative impacts
effecting employee engagement. We illustrated a typical management employee by
introducing you to our employee persona, Dan. Dan represented an employee who
was falling through the cracks. We introduced Dan to highlight how important it is to
make sure that our current employees have the option to advance and grow from
within our company before we seek elsewhere to fill in vacant positions. After
noticing that qualified employees are currently falling through the cracks, we
introduced an idea to cope with this problem. By developing SNO, we would have
the ability to allow current staff to be able to create their own personal profile online.
This social platform will link employees to HR and each other in order to get to know
fellow co-workers, inform, and find talent that is already with the company to fill
positions. We want Speedway to be a company that promotes mainly from within
(when possible) so that our employees will feel even more appreciated.
21. 18
An engaged and appreciated employee is one who feels needed and wants to
meet the same goals as the company. In order to get employees on board with what
the company is striving for, teamwork, good management, and meaning to the job is
required. We want our employees to have autonomy, be involved in the decision
making process, and communicate with each other to achieve goals. Management
must show appreciation as well as provide coaching to help develop employees. If
management is not concerned about developing its people, then employee
engagement will be hard-pressed to improve.
22. 19
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Bersin, J. (2015, January 26). A new model for employee engagement | Deloitte
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