The Realities of Employee Engagement and the Employee Experience
Employee engagement is an overused, variously defined term that causes much confusion. While engagement is something that every employee hopes for and every employer desires, surveys say that engagement is low and disengagement high. The issue is how to distinguish the concept of employee engagement from the concept of a good employee experience. A company that can retain its staff and meet its objectives can be the right place for an individual employee; from a practical perspective, however, it may not be the right place for every employee. A great work environment for some may not be great for others. Focusing on what is meaningful for your employees is essential for a talent-driven company. There is no one right answer.
Learning Objectives:
- Ask the correct questions to define employee engagement, employee experience, employee value proposition and employee lifetime value in your company.
- Understand the definitions, decode the anachronisms, differentiate between the concepts and learn their impacts.
- Understand the drivers of employee engagement: what executives say they will do for people versus what they and other managers actually do.
- Know the six key factors that determine employee engagement, which leads to productivity, innovation and retention.
- Put into perspective the rhetoric and consultant-speak concerning employee engagement.
David S. Cohen
Dr. David S Cohen, Ed. D. has a vision: organizations that thrive by living their values in good times and especially VUCA times. David's first career was in elementary and high school education, where he built a reputation for building school communities based on purpose and social responsibility. Thirty-three years ago, David transitioned to corporate consulting. As a consultant, David earned a reputation as a contrarian consultant because he does not always follow what is popular in his chosen field. David works with leaders helping them understand what is and what is not necessary to build an active and positive organization. He helps leaders' step into life's challenges, inspiring them to create a sustained approach through a values-based focus, resulting in better business results. David has had the privilege of partnering with firms across five continents and all business sectors. Additionally, he has worked with governments, from the local to the federal levels, and not-for-profits.
He has taught at Queens University School of Labour Relations and the executive education program at the Schulich School of Business, York University. Currently, he teaches organizational development at Durham College. David earned his doctorate from Boston University in Humanistic and Behavioural Studies. During that time, he also completed independent studies at the Harvard School of Education, where he was a teaching assistant.
David is a keynote speaker, educator, disruptor, facilitator, team builder, and executive coach. He has authored two books and numerous articles in professional journals.
- The Talent Edge: A Behavioral Approach to Hiring, Developing, and Keeping Top Performers (John Wiley and Sons, August 2001)
- Inside the Box: Leading With Corporate Values to Drive Sustained Business Success (Jossey-Bass September 2006)
When David is not travelling, he is hanging out with his five grandchildren, when possible, attending Toronto Raptor's games, or relaxing with family and friends.
David is honored to be recognized by the GlobalGurus30 as one of the top 30 GlobalGurus in Organizational Culture.