What is employee engagement, and why should managers care about it? What does research tell us about it? How do organizations encourage engagement? How can an organization move beyond engaging individual employees to creating a sociallycohesive corporate culture in which people are fully engaged? This Dale Carnegie white paper addresses these important questions.
How many times have we heard it said that "people are our organization’s greatest asset?" Talent management is all about making that phrase more than mere lip service. Indeed, some contemporary observers of the business scene predict that HR departments will go away in the future—replaced by Talent Management departments.
Most managers know that talented people are hard to find. If managers try to replace current employees, they often find that recruiting comparably qualified employees from outside the company may cost much more than keeping current employees. Succession planning is about filling the organization’s talent pipeline and building internal bench strength. It is about leveraging the talent that the organization already possesses by developing it to full potential.
Determining how to engage employees is a major challenge. The business literature provides few sure-fire, easy-to-implement ways of increasing employee engagement. With this challenge in mind, the American Society for Training & Development (ASTD) commissioned the Institute for Corporate Productivity (i4cp) to conduct a survey and develop a study on employee engagement. “Learning’s Role in Employee Engagement” was sponsored by Dale Carnegie Training. The goal was to gain an overview of engagement in today’s workplace and to find out how organizations can boost engagement levels, with a particular focus on learning’s role in the process.