A roadmap that details key considerations and best practices for employee engagement - which drives worker productivity, loyalty, innovation and advocacy.

1. August 2014
* There are no short cuts

2.  Engaged employees are:
informed, motivated,
productive, loyal, even
passionate
 (Happy) employees can also
be very effective advocates
for brand, company
 Key engagement metrics
include:
 Alignment with manager
 Satisfaction with job
 Likelihood to recommend job
 Intent to stay or leave

3. THEORY
 Engaged staff are better for a
company’s bottom line, culture
 Companies can’t succeed without
informed, motivated employees
 Disengaged staff erode business
performance, miss work, hurt
morale and drive away customers
 Disengaged employees often
become vocal critics of company –
or negative ambassadors
STATS
 Lost annual productivity in US due
to actively disengaged: $500+ billion
 On average only 1/3 of staff
engaged, ~20% actively disengaged
 Almost 90% of employers think staff
leave for more money (only 12% do)
 Engaged employees are 87% less
likely to leave company than
disengaged staff
 Organizations with highly engaged
workforce achieve 2X annual net
income of those lagging on
engagement
Sources: Gallup, Towers Watson, Hay Group,
ACCOR

4. The world’s top-performing organizations understand that employee
engagement is a force that drives business outcomes.
Research shows that engaged employees are more productive employees.
They are more profitable, more customer-focused, safer, and more likely
to withstand temptations to leave the organization. In the best
organizations, employee engagement transcends a human resources
initiative — it is the way they do business.
Employee engagement is a strategic approach supported by tactics for
driving improvement and organizational change. The best performing
companies know that developing an employee engagement strategy and
linking it to the achievement of corporate goals will help them win in the
marketplace.
Gallup Consulting

5. Absenteeism
Turnover
Service/Product
Quality
Safety Incidents
Customer
Service
Productivity
Innovation
Profitability Advocacy

7. Information
(we push)
Job
(we direct)
Perks
(we choose)
Engagement
(we make
money)
Translation: “This is not rocket science. You’re lucky to have a job.”

8. Proactively look at all the factors that
shape your employees’ workplace routine
to provide an integrated, relevant (and
positive) engagement experience.

9. Information
Engagement
Roadmap
Incentive/Re
ward
Culture
Purpose
Brand
Participation/
Dialogue
Training
Leadership
Infrastructure

10. Who
Purpose
Culture
Brand
What
Information
Roadmap
Why
Incentive/Reward
Leadership
Culture
How
Training
Infrastructure
Participation/Dialogue

11. Employee Questions Company Output
What do you want me to do? Job description. Annual goals. Career planning.
How will I know how I’m doing? Reviews. Performance Mgt. Coaching.
What’s in it for me? Compensation. Incentives. Recognition. Equity.
What’s in it for others? For the community? Community outreach. Sustainability. Donations.
Who are we? Why do we exist? What is our purpose? Mission. History. Values/Principles. Manifesto.
What is our value proposition? Brand (Customer & Employment), USP
How are we going to get there? Strategy. 3-Year Plan. Roadmap.
How will we measure success? How are we doing? Earnings. Rankings. Customer Wins. Share value.
Why should I work here? Why should I stay? EVP (comp/benefits). Career planning. Training.
Why/how should I talk to others about the company? Advocacy programs. Social outreach. Ambassadors.
How do we work? What are our rules of the game? Values. Policies. Guidelines. Mentors. Orientation.
Who is our leadership? What do they do? Leadership outreach. Manager cascades. Profiles.
How can I get involved – share my opinions and ideas? Crowdsourcing. Surveys. Social platforms.
How can I improve my performance and prospects? Development. Training. Coaching.

12.  Are you proactively acting on all these elements?
 [If you are missing pieces, you’re unlikely to drive lasting
engagement]
 Do you know which issues matter most? Where
are biggest gaps?
 [Guessing is not a strategy]
 Is your planning, execution strategic and aligned?
 [Make sure your plan is integrated, dynamic and focused]
 Are you addressing key employee needs,
questions?
 [Should blend company priorities with staff preferences]

13.  Engagement is a dynamic process, not an event
 Make sure you are listening, responding, measuring, reporting
and adapting
 Focus on changing behaviors, processes and systems – not just
messages or programs
 Trust and credibility are required ingredients
 Transparency and authenticity fuels relevance, impact
 Don’t be too serious, this can be fun
 Gaming, humor & originality make content more compelling
 Be sure to customize, localize for relevance
 Use data, input to segment and personalize outreach
 You can’t impose culture
 Build on existing DNA, foster through recruitment

14. Internal Branding
Execute compelling
marketing campaign to
illustrate, celebrate and
recognize identity, DNA
Consider using staff-generated
stories, content
to foster local relevance,
authenticity
Trans-Media Storytelling
Develop original multi-media
narrative content
that details company
vision, strategy and
achievements
Strive to use innovative,
intuitive technology and
interactive platforms
Crowdsourcing Innovation
Boost participation and
interest by involving staff
in finding solutions to
company challenges
Have staff help rank, refine
and manage best solutions
Real-Time Surveys
Use frequent, online
surveys to gauge
engagement, cultural
alignment
Leverage data to drive
hiring, manager outreach
and workplace policies

15. bernie@thintwicecommunications.com
www.thinktwicecommunications.com
512-897-7359