• http://globoforce.blogspot.com Derek Irvine, Globoforce

    Great post, Ron. It brought to mind research just discussed on “Knowledge at WP Carey (ASU)” http://knowledge.wpcarey.asu.edu/article.cfm?articleid=1928# about a five year study of Chinese CEOs. The research found that when the CEOs personal values aligned with the company values and employees (especially middle managers) saw the CEOs living out the values they espoused, then engagement is much higher, along with loyalty of employees to the company. Quite interesting research.

    • http://twitter.com/ronald_thomas ronald_thomas

      Derek, thanks for the comment. I will check this out. McKinsey just did a piece of the same type
      goo.gl/P8ML. Hope you enjoy and thanks again for taking the time.

  • Arbitor427

    Employee engagement is not an “act” it is a process and it starts with HR but is continued and championed by staff managers and supervisors. The key is to build a “Communications Link” with your people and be viewed as a coach and mentor, not a disciplinarian, One of the best tools to accomplish this is the ALC Performance Development assessment. It provides clear coaching guidlines for management and a definitive workbook for staff. We recommend the version from HRDT (www.hrdt.net) as we find it inexpensive and extremely effective.

  • http://growingforward.net Scott Asai

    Although HR can help the situation, I see senior management as the catalyst to create engagement. HR does work for the company, but I don’t think it’s their responsibility fully. If HR is enabled, then it’s a different story.

  • http://twitter.com/jdlakecom John Lake

    Did anyone ever consider “terminology” as a cause for the breakdown?

    We now call our employees “Human Capital” (sorry, HCI),  “Talent” (I’m guilty here), or my favorite, “Our greatest asset.” (Yeah, right there on the Balance Sheet between Machinery and Finished Goods Inventory!). Even Human “Resources” makes me shudder a little bit.

    If people are not treated as people (and it starts by referring to them as such), don’t expect them to do anything more than they are expected to do.  They’ll be the “machine” or “line item” you have called them (no engagement, just output) – and continue to search for an organization that will treat them as the human beings they are.  And you will be left wondering why there was a run on your “Talent Bank.”