Troubleshooting Employee Engagement - What Really Works, What Disconnects Engagement, What Sort of Helps and What Surprisingly Doesn't Work At All

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Category Employee Engagement;Disconnects Engagement;Recognizing, adapting;and changing the socialization

Deadline: July 29, 2014 | Date: July 31, 2014

Venue/Country: ONLINE, U.S.A

Updated: 2014-07-04 19:48:16 (GMT+9)

Call For Papers - CFP

Why should you attend: An organization begins engagement by hiring the best and getting employees off to a good start but it can't end there. An employer not only has to have continuing support systems in place, but even more importantly avoid setting up a business model that disconnects employees from their work. Additionally there are other social frameworks within a business that will strongly determine if an employee is engaged or not. These include unofficial models of what it takes to be a successful employee and the many social cultures (and micro cultures) present in all organizations. Then for good or bad there's management interactions; direct with supervisors and indirect management of senior leaders. In fact, being engaged is more about hiring the best and then not disengaging those employees rather than pushing anyone into an "engagement gear."

Areas Covered in the Session:

The one non-tangible "thing" that you can't buy anywhere that is responsible for up to 70% of engagement

Hiring employees that fit or hiring employees that are different - which helps engagement more

How inevitable socialization of employees and managers affect the structure of organizations not just in employee conduct but even as far out as their thinking frameworks, interpretation of problem diagnosis and problem solving

Intrinsic factors, motivational factors, extrinsic factors, interpersonal factors - how each affects engagement

Informal organization within your formal organization, how people really work, interact, and either grow or wither away

Recognizing, adapting, and changing the socialization of employees in organizations

The manager's role in engagement

How teamwork affects engagement

The type of employees and managers that are toxic to an engaged organization

How to keep the bored, the disenfranchised, the left behinds, those with a chip on their shoulder, and those who are committed to unhappiness from poisoning the workplace

Why it's more difficult to grow engaged employees in a traditional formal hierarchical structure and what you can do about it

Who Will Benefit:

Managers

Branch Managers

Store Managers

HR Generalists

HR Managers

Management

Business Owners

Speaker Profile:

Teri Morning, MBA, MS, SPHR, SPHR-CA is the President of her own HR Consulting firm. She has over 15 years human resource and training experience in a variety of professional fields, including retail, distribution, architectural, engineering, consulting, manufacturing (union), public sector and both profit and non-profit company structures. She has consulted with employers on their problems and trained managers and employees for over 10 years, enjoying traveling the country extensively, meeting and working with employees from all types of businesses. In addition to a MBA, Teri has a Master’s degree in Human Resource Development with a specialization in Conflict Management. She was certified by the State of Indiana in mediation skills, is qualified as a Myers-Briggs practitioner and holds the dual SHRM certification of a Senior Professional in Human Resources (SPHR) and Senior Professional in Human Resources ? California (SPHR-CA).

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