708: The Realities of Employee Engagement and Employee Experience: A Post-Pandemic Perspective
Do you know if the pandemic has caused a seismic shift in your company culture? How will that impact both employee engagement and employee experience—two terms that are overused and often confused. One study from England identified over 50 different variations of how academics define the concepts versus how HR practitioners do. With so many meanings/definitions, what are you to believe? Surveys remind us that engagement is low and disengagement is high. Yes, we have trouble in River City! Employee engagement is something both employees and employers want, but what makes a workplace a desired location for one person is not the same for every employee. So, what is a good workplace?
Learning Objectives:
- Discover how focusing on what is authentic for your employees is essential for a talent-driven company. There is no one right answer.
- Learn the correct questions to ask to understand how “employee engagement” is defined at your company.
- Understand the impact of the pandemic on your employees and, in turn, their employee experience.
- Understand that the driver of employee engagement is the alignment between what executives say they will do to treat people well and what they and other managers actually do.
- Learn the six key factors that determine employee engagement and that lead to productivity, innovation and retention.
- Learn how to put the rhetoric about employee engagement and consultant-speak into perspective.
- Learn how to assess the impact of local geographic culture on company culture, employee experience and employee engagement.
*Additional fee and registration required.
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.