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An Employee Engagement Report: Optimising Resilience
Osney Media, Aug 2010, Pages: 70
Optimising Resilience: Engaging, retaining and developing talent in a recession is the newest addition to Employee Engagement Today’s highly successful engagement reports series.
The idea is to help you build a successful retention and engagement strategy, despite the tough conditions. Written by Adrian Britten, this report will provide practical guidance on how to shape up successful strategies to develop, engage and retain your talent:
What happens during tough times:
- Organisational performance and employer branding
- Market share - tighter cost squeeze on employees
- Social climate for business
- Job losses, reorganisation and change (psychological impact)
The role of psychology in sustaining a recession:
- Human reactions: uncertainty, insecurity, guilt, stress
The value of emotional intelligence to leaders in tough organisational contexts:
- What it is
- Core competencies and how they affect performance
- Leadership behaviours
- The emotionally intelligent organisation
- Achieving authentic leadership: buzz word vs. natural human need, shared concerns, performance focus, strong sense of connectedness
Consequences and advantages of internal brand management:
- Unity, identity, collective strength
- Internal communications has to change: stories about saving costs and improving sales, performing well against lower targets, not being able to celebrate success
Employee engagement drivers in a down turn:
- What it is
- What it measures and how/whether it is still relevant
- The damage of woolly thinking
- How it changes in a downturn
- Consequences for implementing engagement programmes
- Need for measurement
Retaining, Developing & Exiting:
- Keeping the right people when downsizing and not scaring employees away
- Cutting costs and its consequences
- Skills vs. management and personal competencies to survive and thrive
- Transparency of process
- Rationality of actions
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