Employee Engagement Toolkit 2014 PDF

Tactics for Engagement
Toolkit:
Strategies for
Increasing
Em p l o yee
Engagement
ETHOS 2007. All Rights Reserved.
TACTICS FOR ENGAGEMENT

Tactics for Engagement provides background knowledge and practical tools
for organizational leaders and managers to use in engaging their employees.
CONTENTS
PAGE #
PART 1
WHY BE CONCERNED WITH EMPLOYEE ENGAGEMENT?
Introduction: Tactics for Engagement
The Top Ten Reasons to Foster Employee Engagement
Engagement That Matters
Employee Engagement The Business Case
The Picture of an Engaged Employee
10
PART 2
RECOGNIZED FACTORS FOR ENGAGING EMPLOYEES
The 10 Cs of Employee Engagement1
14
The Herzberg Motivation Theory (two factor theory)
20
PART 3
INCREASING EMPLOYEE ENGAGEMENT IN YOUR ORGANIZATION
The Recruitment Process
24
Employee Orientation
28
Performance Supports
33
Career Planning
39
Cultural Initiatives
46
Workforce Development
52
Succession Planning
57
Exit Management
62
References and Resources
68
Acknowledgements
72
What Engages Employees The Most or, The Ten Cs Of Employee Engagement.
By Gerard H. Seijts and Dan Crim, (The Ivey Business Journal, March/April 2006)
This section expands on the concepts introduced in this article.
2
1
WHY BE
CONCERNED WITH
E M PL O Y EE
E N GA GE M EN T ?
3
Tactics for Engagement An Introduction

People are our greatest asset is perhaps one of the most overused phrases
in business - to the point of becoming a meaningless clich. However,
conditions in todays labour market give pressing reasons for wise leaders to
begin believing and responding to this statement in tangible ways. Labour
market analysts tell us that our current skills shortages will continue. As our
economy continues in its transition towards knowledge and service based
industries, good people will become even more valuable.
Canadas Top Employers have discovered that one of the most effective
ways to deal with skills shortages is to pay more attention to their current
staff, investing in them and taking proactive steps to foster a deeper
engagement level between their staff and their organizations. Employee
Engagement is more than the flavour of the month; its an essential
ingredient of organizational effectiveness. The engaged employee:
Increases customer loyalty
Produces higher quality work
Enhances the organizations reputation as an employer of choice
Improves the organizations culture,
Increases the financial bottom line.
As a starting point, by Employee Engagement we mean:
Employee Engagement occurs when a person is fully involved in, and
enthusiastic about his or her work, coupled with his/her strong allegiance to
the organization.
Engaged employees care about the future of the
company and are willing to invest the discretionary effort sometimes
exceeding dutys call to see that it succeeds.
(The Ten Cs of Employee Engagement, Seijts & Crim, Ivey Business Journal, Mar/Apr 2006)
Tactics for Engagement will provide you with a greater understanding of

Employee Engagement and how to increase the engagement levels of your
staff. This toolkit looks at Employee Engagement from a research
perspective and proposes practical solutions to the reader. The final section
of this resource includes hands-on tools you can use to foster Employee
Engagement in eight essential aspects of organizational life.
The Tactics for Engagement Employers Toolkit resources was written in
conjunction with ETHOS Career Management Group's Career Management
Connection project. During this six-month project we gathered research
from Top Employers across Canada, finding out from them what they are
doing to address the issues of skills shortages, workforce retention,
employee engagement and succession planning.
(See www.cmc.ethoscmg.com for more information regarding this project.)
4
Top Ten Reasons to

Foster Employee Engagement
While most employers have long understood the need for having an engaged
workforce, recent research shows startling numbers that emphasize the
importance of paying more attention to this issue. Consider this:
Only 26% of Canadian workers report being highly engaged
in their jobs, and 66% report being moderately engaged. 24%
report being actively disengaged!
On the other hand,
84% of highly engaged employees believe they can positively impact
the quality of their organizations products, compared with only 31%
of the disengaged.
72% of highly engaged employees believe they can positively affect
customer service, versus 27% of the disengaged.
68% highly engaged employees believe they can positively impact
costs in their job or unit, compared with just 19% of the disengaged.
(Source: The Ten Cs of Employee Engagement, Seijts & Crim, Ivey Business Journal, Mar/Apr 2006)
Improving the level of Employee Engagement

organization will pay ten tangible dividends:
in
your
To the company:
1. Boosted productivity and business growth through employees
effectiveness
2. Instilled sense of employee loyalty and increased attendance
3. Improved employee retention
4. Enhanced appeal to job seekers
To the employee:
5. Renewed commitment to companys purpose
6. A motivating work setting
7. Greater sense of community at the workplace
8. Enhanced trust towards employer and/or leadership
To the customers:
9. Enhanced experience
10. Improved customer loyalty
5

All engagement is not equal.
Individuals engage in their work in different ways and at different levels.
The Corporate Leadership Council in the UK conducted an Employee
Engagement survey in 2004 with more than 50,000 employees from 59
organizations in 30 countries throughout 14 industries.
Two types of
engagement were identified Rational Engagement, and Emotional
Engagement.
While both types of engagement are important, their
research demonstrated that employees emotional engagement is the most
important factor for increasing an individuals discretionary efforts at work.
Rational Engagement refers to the employees logical reasoning for
working for the employer. Rational reasons include: rate of pay, extended
benefits, job stability, how the job serves the individuals career plans/goals,
etc. Rational Commitment affects recruiting and retention; it has little affect
on discretionary effort.
Emotional Engagement refers to the employees values-based
connectedness to the organization and/or job.
Emotionally engaged
individuals will see their occupation as being fulfilling and genuinely
contributing to the purpose of the organization. Meaning is the term that
best defines emotional commitment and is the essence behind long-term
retention and discretionary effort. The diagram below outlines the dynamics
of rational and emotional commitment:
A Dichotomous Perspective on Engagement

(Source: Corporate Leadership Council 2004 Employee Engagement Survey)
6
While rational commitment is important for retention, emotional

commitment makes the greatest difference for discretionary effort
that is, the effort people exert above and beyond fulfilling the basic
requirements of their job descriptions. Discretionary effort results in higher
levels of work volume, quality and customer service.
The Corporate Leadership Council study also examined the types of
commitment people have at work. The CLC study showed that a workers
commitment to his manager, team, company and job produced different
levels of discretionary effort. The big winner in terms of generating
discretionary effort? Emotional Engagement to Ones Job.
The following graph reports how the different commitments affect
discretionary effort. As a group, regardless of position within the
organization, employees emotionally connected to their job will simply
exercise more effort and discipline.
From an Employee Engagement
perspective, the best return on investment (ROI) comes through the effort
the organization exerts into fostering engagement between individuals and
their jobs.
Measuring the Impact of Emotional vs. Rational Engagement at the Workplace

(Source: Corporate Leadership Council 2004 Employee Engagement Survey)
See ETHOS Career Management Groups Organizational Career

Management Model (www.cmc.ethoscmg.com) for information on how to
develop individuals emotional commitment to their jobs and careers.
7
Employee Engagement The Business Case

More Than Ever, People Are Your Greatest Asset
In a labour market that is driven increasingly by knowledge and service
skills, Employee Engagement becomes even more critical to business
success. In previous times when productivity was built around mechanical
systems, individuals engagement levels were almost a secondary issue.
However, in todays economy (and even more so in the future), in order to
be successful, most organizations require talented and engaged people.
While many of us can understand the importance of Employee Engagement
for productivity at an intuitive level, research also supports our common
sense. In 2003, the Brookings Institute examined the source of market
value and how it has changed over a twenty year period. Their findings
reinforce the shift towards the importance of people.
1982
62% of an organizations market value came from tangible assets
(machinery, products, facilities, etc.)
38% of market value came from intangible assets (factors such
as brand, intellectual property, and the quality of the workforce)
2002
20% of market value is from tangible assets
80% of market value comes from intangible assets
1982 - Typical
Organization's
Market Value
Tangible
Assets 62%
Intangible
(pie graph for above info)
Assets 38%
2002 - Typical
Organization's
Market Value
Tangible
Assets 20%
Intangible
Assets 80%
In twenty years, the source of market value has almost completely reversed.
The reason for this:
tangible assets can be copied and reproduced.
Technological advantages frequently produce only short-term advantages.
However, the quality of an organizations intangible assets the talent,
8
passion and commitment of its workforce is largely controlled by the

organization itself.
(Source: Employee Engagement: The Key to Realizing Competitive Advantage,
Development Dimensions International, Inc.)
Engaged employees create the competitive edge in todays economy.

Employee Engagement Improves Work Habits & Productivity
Organizations with high levels of Employee Engagement reap other financial
benefits in terms of human resources savings and organizational efficiencies.
Consider the following data collected from an American Fortune 100
company
On low-engagement teams:
Turnover averaged 14.5%
Absenteeism was
approximately 8%
On highly engaged teams:

Turnover averaged only 4.1%
Absenteeism was only 4.8%
The Gallup Organization found Employee Engagement to have a profound

impact on a number of similar company-related issues:
50% higher levels of Employee Retention
56% higher than average Customer Loyalty
38% above the average Productivity ratings
27% more Profitability
"If you have an engaged workforce, you have a loyal customer and if you
have a loyal customer base, you're going to increase share value."
Bill Pallet, Delta Hotels
Bottom Line Results

Besides reducing human resources and operations costs, numerous studies
have shown that an engaged workforce also significantly improves financial
profits. In 2006, ISR - one of the worlds leading research companies
conducted a one-year study of over 664,000 employees worldwide. They
discovered that companies with a highly engaged workforce improved their
operating income by about 19%, while those with low commitment lost
about 33%. The study also discovered that highly engaged workforces
produced a 13% increase in net income, while low commitment workforces
saw a decline of nearly 4%. This study is only one example from our
extensive research that demonstrates overwhelming hard evidence that
highly engaged workplaces significantly improve a companys bottom-line.
Its a fact: The higher the level of engagement, the higher the
performance of the business. The research is not inconclusive, not limited
to one country or industry, and not contained to a few hundred people
its overwhelming.
DDI Inc.
9

Engaged employees care about the future of the organization and are willing
to invest the discretionary effort to see that it succeeds. The following
information can help you gauge engagement levels of your staff (and
yourself!). Here is a snapshot of what engaged individuals look like and how
they add value throughout the organization:
The typical ENGAGED employee:
Is competent
Is dependable
Is devoted and committed
Is focused and secure
Supports the organizations efforts
Is prepared to go the extra mile to complete a task
Integrates the firms mission into his/her own
Shares common values
According to Hewitt Associates (2006) an engaged employee will consistently
exhibit three general behaviors. He/she will:
Say - Frequently refer to

the employer in positive
terms in his/her personal
environment.
Stay Be strongly
motivated to remain a
member of the
organization regardless
of external employment
opportunities.
Strive Show initiative

and provide
discretionary effort to assist in ensuring the business succeeds.
For a more detailed picture, consider the following descriptors:
10
The Excellent Performer
Has exceptional job skills

Is accurate in carrying out work
Has the ability to deliver at a high
level
Is very dependable
Shows proper initiative within bounds

Is punctual
Shows regular attendance
Shows a consistent cooperation

Will comfortably receive appropriate
criticism
Is adaptable to changing
circumstances and demands
Is well organized
Is job proficient
Is reasonably accurate in carrying out

job duties
Delivers acceptable work
Generally shows dependability and

cooperation
Will sometimes take initiative, but
occasionally oversteps bounds
The Good Performer
Shows satisfactory attendance

More often than not, will handle
changes to circumstances and
demands
Is reasonably well organized, but may
sometimes overlook details
Is usually at ease receiving
constructive criticism
The Poor Performer
Has passably competent skills; may

demonstrate incompetence in some
areas
Lacks work precision
Delivers substandard results
Is poorly dependable
Is not always cooperative
Shows little initiative, or lacks the

skills to make sound judgment
Has poor attendance

Is not very adaptable
Is not well organized
Is defensive, suspicious and does not
generally handle criticism well
"Current thought is that Employee Engagement is a greater indicator of

productivity than employee satisfaction. When employees really care about
the business, they're more likely to go the extra mile."
CUNA, 2005
Measuring Employee Engagement

For a more accurate picture of Employee Engagement,
consider utilizing one or more of the following tools.
11
Employee Engagement Assessment

The Gallup Organization created a feedback system for employers that would
identify and measure elements of worker engagement most tied to the
bottom line things such as sales growth, productivity and customer loyalty.
After hundreds of focus groups and thousands of interviews with employees
in a variety of industries, Gallup created the Q12, a 12-question survey that
identifies strong feelings of Employee Engagement. Survey results show a
strong correlation between high scores and superior job performance.
This free tool provides a short summary of the results. The Training Source,
the company that produces this assessment tool, will also provide a free
follow-up consultation for those interested in a more in-depth review. To
access
the
Employee
Engagement
Assessment,
go
to:
www.leadingforloyalty.com/support-files/employee_engagement_assessment.pdf
Leadership Support Assessment

The Leadership Support Assessment is designed to assess how your
management and leadership style enhances employee motivation and
retention. This free tool provides a short summary of your results. The
Training Source will also provide a free follow-up consultation. To access the
Leadership Support Assessment, go to:
www.leadingforloyalty.com/support-files/leadingforloyalty_leaders_assessment.pdf
(Source: LGPerformance Tasmania, 2006)

12
2
R E CO G N I Z E D
F A CT O R S F O R
E N G A G IN G
E M PL O Y EES
13
The 10 Cs of Employee Engagement

Great leaders continually learn how to lead. They assess their needs and
take the required steps to improve themselves. Consider the following
comments from leaders:
Ralph Stayer, CEO of Johnsonville Sausage, in the book, Flight of the
Buffalo: Soaring to Excellence, Learning to Let Employees Lead, writes:
I learned what I had to in order to succeed, but I never thought that
learning was all that important. My willingness to do whatever it takes
to succeed is what fueled Johnsonvilles growth. In 1980 I hit the wall.
I realized that if I kept doing what I had always done, I was
going to keep getting what I was getting. And I didnt like what I
was getting. I would never achieve my dream. I could see the rest of
my business life being a never-ending stream of crises, problems, and
dropped balls. We could keep growing and have decent profits, but it
wasnt the success I was looking for.
Ralph Stayer observed that employees did what they were told to do, but
were careless and appeared uninterested in their work. Stayer recognized
there is a difference between compliance and commitment.
Lee Thayer a communication professor hired by Stayer explained that a
critical task for a leader is to create a climate that enables employees to
unleash their potential:
It is not the job of an employer to make the employees listen to what
you have to say; it is about creating an environment/
atmosphere/system so that people want to listen.
Committed employees are engaged employees and engaged employees will
improve organizational performance.
As a leader, you can build your
organizations Employee Engagement level by consciously modeling the
behavior that serve as a catalyst for increasing employees engagement.
The following ten factors are essential aspects of an engaged workplace.
The Engaging Manager intentionally shapes their Modus Operandi,
designing it to bring out the best in people. The concepts in this section are
from: What Engages Employees The Most or, The Ten Cs Of Employee
Engagement. By Gerard H. Seijts and Dan Crim, (The Ivey Business
Journal, March/April 2006) We have captured the essence of these concepts
and added tools for employing them.
14
The Ten Cs of Employee Engagement

How can leaders engage employees
heads, hearts and hands?
1. Connect
Leaders must show in tangible ways that they value employees.
Employee Engagement is, in part, a direct reflection of how an
employee feels about her relationship with the boss.
Mini-Tool
Be available to your employees.
Take time to do something with your staff during work-time.
Thomas Mayerhofer (Coast Bastion Inn, Nanaimo, BC) says that
many of his employees get far more out of him buying them lunch
than they get out of a training course.
Practice Management by Walking Around a hands-on style
based on regularly walking around to speak with, question, listen to
employees, and to learn more about their work processes.
2. Career
Leaders need to provide employees with challenging and meaningful
work with opportunities for learning and growth.
Good leaders challenge employees and at the same time instill
confidence that the challenge can be met.
People must be given the knowledge and tools to be successful. Not
providing these elements can lead to lack of engagement.
Most people want to do new things in their work.
Do you provide job rotation/shadowing for top talent?
Mini-Tool
Be sure to know the career aspirations of each staff member who
reports to you. Look for opportunities to send them meaningful
tasks/assignments that relate to these goals.
Enable people to take on new tasks they havent handled before.
Assign individuals specialized tasks that allow them to become
experts. The payoff will be employees with an enhanced sense of
responsibility and achievement
(For more information, see Increasing Employee Engagement in Your
Workplace, Item 4 Career Planning Process)
3. Clarity
Leaders must communicate a clear vision to all levels in an
organization. Success can be measured by how clear individuals are
about their goals and what they want to achieve.
15
Employees need to understand what the organizational goals are, why

they are important and how the goals can be attained.
The most crippling problem in American business is sheer ignorance
about how business works. Jack Stack, CEO of SRC Holdings Corp.
Mini-Tool
Make information available directly to employees rather than
sending it through their managers first.
Assign tasks in such a manner that staff can carry them out to
completion without any further instruction. (See Ken Blanchards
One Minute Manager for clarity with this concept.)
4. Convey
Good leaders clarify their expectations about employees and provide
feedback on their expectations about employees, and provide
feedback on their functioning in the organization.
Employees need processes and procedures that help them master
important tasks and facilitate goal achievement.
Mini-Tool
Change how you check-in with individuals who report to you. Ask
questions in such a way that the answers will clarify in your mind
whether or not staff members understand their assignments and
completion timelines.
(For more information see Increasing Employee Engagement in
Your Workplace, Item 3 Performance Supports)
A lot of problems in business are not because the CEO doesnt have the
right values. Its because the CEO isnt effective at communicating them
throughout the entire organization.
Timothy Rowe
5. Congratulate
Surveys consistently demonstrate that employees feel they receive
immediate feedback when their performance is poor or below
expectations. The same employees report that praise and recognition
is much less common.
Exceptional leaders give recognition consistently.
They create
opportunities for people to see themselves and their work as having
high value.
Mini-Tool
Find unique ways to recognize and congratulate your staff.
Employees appreciate tactics that reflect your organization.
16
o Delta Airport has a formal recognition program in place, offering

Delta Dollars which can be traded for gift cards and prizes.
o The City of Vancouver has developed a Trainers Recognition
Program to recognize the impact and role internal trainers have.
6. Contribute
People want to know that their input matters and that they are
contributing to the organizations success in a meaningful way.
Good leaders help people see and feel how they are contributing to the
organizations success and future.
Mini-Tool
Breakdown individual and team goals and explain how they connect
to organizational goals.
(For more information see Increasing Employee Engagement in Your
Workplace, Item 3 Performance Supports)
7. Control
Employees value control over the flow and pace of their jobs.
Leaders should be flexible and attuned to the needs of the employees
as well as the organization.
When people describe their flow experiences, they mention a strong
sense of being in control of a situation. The feeling is more with the
ability to control ones own performance than the environment itself.
Being in control in the workplace, an employee has the necessary skills
to set new strategies to reach a goal.
Mini-Tool
Avoid micro-management at all costs! Give people responsibility,
accountability, and authority. Increase individuals accountability
for their work by removing some controls.
Note how this is
practiced at Delta Hotels:
What does engagement look like at a Delta Hotel? Senior Vice
President, Bill Pallett says it is giving the employees the ability to
respond - "response-ability." Too often, he says, companies give
their employees more responsibility and accountability, but no
authority to act. Delta prides itself on giving their staff that
authority. Without that authority, stress rises as do mental health
issues and physical symptoms. Authority enables staff to "get rid of
the stress of having to ask for permission." What Pallett sees as key
is "people gaining a little more control over their work area and
having a say in their work area and being included in the decisionmaking. People feel they have an impact on the outcome of the
business."
(Source: Response-Ability and the Power to Please, www.worklifebc.ca)
17
8. Collaborate
Studies indicate that employees working in a team environment of
trust and cooperation outperform individuals and teams that lack good
relationships.
Great leaders are team builders they create an environment that
fosters trust and collaboration. Trust is created and stress is reduced
by creating a climate where employees are involved in decision
making.
Steven Covey describes the effectiveness of collaboration in Habit #6
Synergize, The highest forms of synergy focus the four unique human
endowments, the motive of Win/Win, and the skills of empathic
communication on the toughest challenges we face in life. What results
is almost miraculous. We create new alternatives - something that
wasnt there before.
Mini-Tool
Schedule regular meetings with each employee you supervise.
Resist the temptation to tackle challenges independently, and then
delegating duties to staff. Treat challenges as team challenges
and call on your staffs creativity to find solutions.
Trust your employees to come up with the answers. A manager at
Kraft Foods yielded to his assembly-line workers. They developed a
schedule and a new team system that boosted production reduced
overhead costs and downtime, and improved recruitment and
retention.
Delta Airport Hotel in Richmond works to consistently involve
employees in decision making. One employee from each
department sits with the General Manager and HR Director each
month to talk about, hotel improvements, hot issues, and general
information in their department.
9. Credibility
Leaders should strive to maintain the companys reputation and
demonstrate high ethical standards.
WestJet Airlines is among the most admired organizations in Canada.
In 2005 it earned the number one spot for best corporate culture in
Canada. 2005 was the year WestJet launched the Because Were
Owners! campaign. Employees believe in what the company is trying
to do and are so excited about the strong performance record that
85% of them own shares in the company.
Mini-Tool
Take the time to assess how closely your leadership habits and
practices match what you expect from yourself.
Take the
Empowerment Motivation For Employees - Walking the Talk
18
Questionnaire as a starting point. Access the free questionnaire at

www.businessballs.com/freematerialsinword/empowermentmotivationquestio
nnairebpalmer.doc
10. Confidence
Good leaders help to create confidence in an organization by being
examples of high ethical and performance standards.
You can promote confidence in individuals and teams by incorporating
self-management and interpersonal skills.
Outstanding performers exhibit behaviors associated with Initiative or
Achievement, Orientation or Self-Confidence.
Mini-Tool
Be aware of and help regulate the emotions of individual team
members by handling confrontation productively.
Manage with a human touch enable people to move forward in
their work and treat them decently as human beings (reference:
Inner Work Life Study HBR)
Create structures that let the individual or group express its
emotions and cultivate a positive environment. Example:
o Wickaninnish Inn, Vancouver Island Recommends
participation of all staff in various committees (e.g. Green
Committee, Best Place to Work, Staff Committee). They
encourage and foster own it attitudes with all levels of staff.
The key to a healthy workplace is an engaged workforce that is

empowered to make decisions within their sphere of influence.
Bill Pallet, Delta Hotels
19
The Herzberg Two-Factor Motivation Theory

Often managers and leaders are taken aback when their employees dont
respond enthusiastically to new initiatives that management considered
highly motivating.
Understanding the factors that elicit motivation is
powerful knowledge for creating a work environment that engages
employees. This section dealing with motivation theory can help managers:
Evaluate the motivating factors that exist in their organizations now
Understand if a new initiative is likely to increase engagement
Evaluate their management style and its effect on employees.
The most widely recognized and respected theory of motivation was
developed by the American psychologist, Frederick Herzberg. His 1968
article, One More Time, How Do You Motivate Employees? is still the most
requested article from the Harvard Business Review. Frederick Herzberg
established that job satisfaction and job dissatisfaction are mutually
exclusive and act rather separately from each other. Herzbergs Two Factor
Theory states that there are certain factors in the workplace that
cause job satisfaction, while a separate set of factors cause
dissatisfaction. (Herzberg, Mausner and Snyderman, 1959)
Motivators produce positive Employee Engagement, while Hygiene Factors
prevent dissatisfaction. (Herzberg borrowed the term Hygiene from the
medical setting. Hygiene factors in a hospital arent the reason why people
recuperate, but their presence prevents people from getting sick. In the
same way, Workplace Hygiene Factors dont motivate people, but their
presence does prevent people from becoming dissatisfied.)
Motivators
Hygiene Factors
Job-Related
Achievement
Recognition
Work Challenges
Responsibility
Development Opportunity
Workplace-Related
Work Policies
Leadership Quality
Workplace Relationships
Work Environment
Compensation, Security, Status
Herzbergs Workplace Motivators and Hygiene Factors

(Source: Management of Organizational Behavior, 2001)
Satisfaction is primarily the result of the Motivator Factors, which

help increase satisfaction, but have little effect on dissatisfaction.
Dissatisfaction is primarily the result of Hygiene Factors, which, if
absent or inadequate, cause dissatisfaction.
20
Herzberg states workplace-related factors seldom are motivators. Employees

tend to ignore certain benefits and good working conditions, but when those
are removed from the work scene, their absence becomes discouraging.
Conversely, a salary increase will have a positive short-term effect on
employee motivation, but will be a significant mood repressor if not fair.
A sense of achievement may go a long way towards empowering the
employee, but it will have a limited impact on performance if not supported
by maintenance factors. Both motivators and hygiene factors are necessary
for creating an environment conducive to cultivating engagement.
The Impact of Motivators and Hygiene Factors on Attitude

(Source: Harvard Business Review, Build a Motivated Workforce, 2007)
21
Practical Applications:
1. In order to create an engaged workforce, its important to ensure peoples
external needs are satisfied. (See diagram on page 21.) Once these
factors are satisfied, little is achieved by further emphasis on them.
2. People are motivated by intrinsic factors. The key to an engaging
workplace is to create an environment where people are internally
motivated by achievement and the nature of the work itself.
Jobs can be enriched by applying these principles:
Increase individuals accountability for the work by removing some
controls.
Give people complete responsibility for a complete process or unit of
work.
Make information available directly to employees rather than sending it
through their managers first.
Enable people to take on new, more difficult tasks they havent
handled before.
Assign individuals specialized tasks that allow them to become
experts.
(Source: Harvard Business Review, Build a Motivated Workforce, p.30, 2007)
22
3
IN C R E A S I N G
E M PL O Y EE
E N G A G E M E N T IN
YOUR
O R G A N IZ A T IO N
23

Recruitment is the process of attracting individuals in a timely basis, in
sufficient numbers, with appropriate qualifications, and encouraging them to
apply for jobs with an organization. What separates great companies from
merely good ones? Exceptional firms attract and retain the right people
employees who are excited by the organizations culture and who reward the
organization with loyalty and stellar performance.
The Recruiting Process includes more than the familiar steps of advertising
to fill positions, interviewing candidates, short-listing and hiring the
successful recruits. The savviest employers realize that they need to keep
their eyes open for new talent at all times.
Many organizations, for
example, have added steps to their Exit Management processes in order to
create ambassadors of staff when they leave, as well as creating an open
invitation for them to return in the future.
Why Top Employers Consider Recruitment a High Priority
The tone and atmosphere for Employee Engagement should start during the
Recruiting Process. Leaders from the 50 best employers (The Globe and Mail
Report on Business Magazine 2006) believe they are attracting the people
they need for business success (86%), versus 68% of leaders at other
organizations who say they are attracting the people they need.
Top Employers understand that the energy and resources they spend in the
Recruitment Process pay dividends through attracting the right people people who will be engaged in their jobs early in their tenure and will
continue to add value throughout their employment.
Top Employers
understand that continual hiring and training is costly to the organization
both in terms of time wasted, low morale and quality of work. Smart
employers are willing to expend extra resources in recruiting in order to save
money and reap greater rewards in the long-term.
Why Tactics for Engagement in the Recruitment Process?
This question can be answered with another, more easily answered question,
Why waste time and energy recruiting and training people who arent
interested in your organization and will leave when a better opportunity
arises?
If you want engaged employees, only hire those who have a realistic
probability of becoming engaged in your organization. People have different
interests, skills, qualities and values. Like any other relationship, their
needs to be a suitable rapport between both parties involved. Tactics for
24
Engagement in recruiting is a process whereby you market your available

positions in a manner that will attract the individuals who not only have the
qualities and skills youre looking for, but will like working at your
organization and believe theyre making an important contributions through
their work. Tactics for Engagement while recruiting will enable you to find
the individuals who are internally motivated to perform the tasks and
activities youre for which youre advertising.
Companies that select new employees from the candidates who walk in their
door or who answer newspaper and online ads are missing the best
candidates. By utilizing Tactics for Engagement in the Recruiting process you
will be able to be better equipped to find top performers that fit your
company culture as well as build your candidate pool before you need it.
Types of Employee Engagement Tactics that Improve Recruiting
The tactics that actually get you the people that you want to be part of your
organization are the ones that you want to implement. The following is a
summary of tactics Top Employers are using to attract the right people to
their organizations:
Top Employer Deloitte has long been a leader in both recruiting and
retention, and has now broken new ground by building a global careers
website designed from the ground up to focus on the candidate
experience.
o Best Practice: Deloitte conducts target audience research using two
external candidate groups, students and experienced professionals, to
help create the original design specifications for the website. Ongoing
surveys and focus groups with candidates sourced inside and outside
the organization guide refinements and changes.
Top Employer PacifiCare realizes the tremendous impact that a great
brand can have on recruiting in a healthcare industry.
o Best Practice: PacifiCare has developed a brand that is integrated with
the core business strategy. The tag line is Caring is good. Doing
something is better. This is supported by an employment brand
tagline of Envision, Innovate, and Accomplish.
Tactics that elevate the image of a company:
o Honesty never sugarcoat the job to entice an applicant
o Challenge todays youth are wanting to be challenged to the extreme
limits of their potential
o Leadership employees will not resent the structure a company has in
place if they are given an explanation for the difficult tasks they are
required to do
o Recognition let them know how they will be recognized for their
accomplishments
25
You can be sure you are fostering engagement while recruiting if you:
o Increase your attraction level with top recruits (see Page 10 Picture
of an Engaged Employee)
o Receive applications that exhibit an extraordinary level of preparation
o Receive fewer applications from unqualified candidates
o Receive applications speaking to your organizations values
ENGAGEMENT TOOLS FOR THE RECRUITMENT PROCESS
Develop relationships with Schools, Recruiting Agencies and Trade

Associations. Pay for employees to participate in and network with
industry groups.
Bring in people for interviews before you have an available position.
Some employers are willing to hire good people before a specific position
is available using the rationale that talent this extraordinary will be
scooped by someone else if they wait.
A company newsletter will keep your potential employees, customers
and other interested individuals up-to-date.
People who read your
newsletter on their own time are the people engaged with your
organization.
Define Your Target Employee Identify your target potential
employees as methodically as you do customers.
o Top US company JetBlue, unable to pay reservation agents standard
industry salaries, targets people who value flexible schedules. Agents
work out of their homes and trade shifts using an online community
board. This has created a 30% boost in productivity and a 38% jump
in customer-service levels compared to industry averages.
Share Your Stories Encourage employees to relate positive corporate
experiences to potential hires. Model this practice by building your own
habit of sharing your stories with staff.
Job Advertisements Postings can reflect the heritage, current
challenges and dreams of an organization. The goals of a job ad is to
generate responses from qualified applicants and to prevent candidates
who are clearly unqualified from applying for the position.
o Job advertisements provide an opportunity to clearly communicate
your organizations direction. It should tell potential candidates
whether they fit the company vision.
o Convey a sense of your organizational culture with a few phrases:
(E.g. fast-paced and client-centered).
o Use active voice and action words throughout the ad
o Create a buzz, a sense of enthusiasm; arouse interest
26
Referrals Top Employer Quicken Loans, has an aggressive recruiting

team. Their employee referral program turns every employee into a
talent scout. Sixty-one percent of hires come from internal recruiting.
Top Employers, Delta Airport Hotel, Urban Barn and Tourism BC all
responded to our study stating: employee referral is a strong component
to their success in hiring a successful candidate.
o Contact the referred candidate within 48 hours
o Keep referral team members in the loop
o Use contests to encourage employees to refer
o Conduct surveys to measure:
Employee satisfaction with the program
Ease of process
Referral experience
Employee motivation and their willingness to refer
Resum Screening Initial scanning will provide you with a general
impression of a candidate.
o Cover letter Does it sound enthusiastic?
o Resum - Has the candidate taken the time to customize their resum
for your job?
o Screen the application for fit: Does the applicant demonstrate
alignment with your corporate vision, mission and values?
Interviewing Candidates
o Deliver an introduction to the organization at the start of the interview.
Talk about of the organizations past and current activities, and speak
enthusiastically about the organizations mission, culture and future.
Candidates who fit will resonate with this introduction.
o Try to form a sense of candidates lives, personalities, what matters to
them, and how the organization fits into that picture.
o Encourage them to talk about things they are interested in and what
they love to do. (How does the job they are seeking fit them?)
o Ask behaviour-based questions. These types of questions provide an
opportunity for a candidate to demonstrate leadership or other
desirable types of performance.
o Questions asked should be the same for all candidates. This will make
it easier to see the best fit.
Interview Summary Tool
o Create a form that enables the interviewing team to not only review
the candidates qualifications, but also their perceived fit with the
organization. Laurie Sagle, Human Resources Manager of Tigh-NaMara Seaside Spa & Resort (Parksville, BC) uses the following form for
this purpose:
27
Interview Summary
Name of Applicant: ___________________________________________________
Position applied for: __________________________________________________
Human Resources
Displays Tigh-na-Mara
Core Values
a) Passion for service
excellence
b) Positive and
professional attitude
c) Honest & open
communicator
d) Developing &
Advancing in the team
Department Manager
Grooming & Presentation

(Clothes, earrings,
makeup, hair)
Job & Hours Availability
Language Skills
a) Uses professional
language
b) Speaks clearly
c) Uses proper grammar
Department Compatibility
Personality
a) Friendly
b) Smiles
c) Good communicator
d) Makes eye contact
e) Enthusiastic
Work Experience
a) In a similar position
b) In customer service
orientated position
Human Resources Comments & Notes
Interviewed by: ________________________ _
Date: ________________
Department Manager Comments & Notes
Interviewed by: ________________________ _
Date: ________________
(Source: Tigh-Na-Mara Seaside Spa & Resort, Parksville, British Columbia)
28
Employee Orientation is the process you use for welcoming a new employee
into your organization. Employee Orientation generally contains information
about safety, the work environment, the new job description, benefits and
eligibility, company culture, company history, the organization chart and
anything else relevant to working in the new company.
Employee Orientation often includes an introduction to each department in
the organization and training on-the-job. New Employee Orientation
frequently involves spending time doing the jobs in each department to
understand the flow of the product or service through the organization.
(Susan M. Heathfield, New Employee Orientation www.humanresources.about.com)
A well planned Employee Orientation strategy will help new hires begin their
employment in an engaged manner and create an expectation of ongoing
engagement in their work. Steps that make new employees comfortable,
confident and capable before they begin actual training will help ensure that
employees start with a good attitude towards the organization and their job.
Employee Orientation is an important component to Employee Engagement.
By spending time during the orientation process, you will establish the
personal relationship necessary to coach them. You will also have an
opportunity to identify the attitudes and values that need to be reinforced as
well as the skills that need to be trained.
Why Top Employers Consider Employee Orientation a High Priority
Orientation (or lack of it) makes a significant difference in how quickly an
employee can become productive, and has long term effects for the
organization.
Top Employers realize that a comprehensive orientation
process is worth the time and effort. Effective orientation saves time and
potential frustration for both the organization and the employee.
Organizations that place a high value on their culture utilize orientations as
key opportunity to expose employees to tangible aspects of that culture.
Effective orientation allows employees to learn early on what is expected of
them, what is expected from others, in addition to learning about the
organizations vision, values and culture.
Why Tactics for Engagement in the Orientation Process
Few challenges are more difficult than motivating disengaged (and
sometimes cynical) employees. Breaking bad habits and cultivating internal
motivation is a tall order for even the best of leaders. The easiest, most
effective means of engaging employees is to do so at the beginning of their
tenure. When people start their positions fully engaged, and with the
29
expectation of ongoing challenging and engaging work, the managers job

becomes one of maintaining the engaging atmosphere.
Employee Engagement is easier to maintain than recreate.
Effective Employee Orientation sets the stage for things to come.
It
provides an opportunity to share and discuss how individuals can pursue
their personal career goals in the context of the organization.
By
discovering new employees individual career goals, you have an opportunity
to integrate those goals with corporate goals. When employees goals are in
line with the corporate vision there will be a reduction in turnover. An
atmosphere of trust, cooperation and motivation will be created.
Employee Engagement is the key to effective Employee Orientation. Without
it, orientation becomes a mundane exercise of accumulating basic
knowledge for getting on with the job. Without engagement, employees
respond to their orientation with words such as:
It was good; I learned everything I needed.
After an engaging orientation, employees will make statements like:
Wow, what a great place to work!
No wonder XYZ is so well known for its customer service!
This company is going places!
I never realized there would be so many opportunities here!
Types of Engagement Tactics that Improve Employee Orientation
The test of Employee Engagement in Employee Orientation is evidenced in
both the short and long-terms.
Short-Term Indicator:
Do employees start their new
jobs with confidence,
assurance and enthusiasm?
Long-Term Indicators:
Do employees stay with the
organization?
Do employees improve their
skills and advance in the
organization
Do employees refer others to
apply with the organization?
Purpose of Orientation
To Reduce Startup Costs: Proper Orientation can help the employee get
up to speed much more quickly, thereby reducing the costs associated
with learning the job.
30
To Reduce Anxiety: Any employee, when put into a new, strange

situation, will experience anxiety that can impede his or her ability to
learn the job. Proper orientation helps to reduce anxiety resulting from
entering into an unknown situation, and helps provide guidelines for
behavior and conduct, so the employee does not have to experience the
stress of guessing.
To Reduce Employee Turnover: Employee turnover increases as

employees feel they are not valued, or are put in positions where they
cant possibly do their jobs. Orientation shows that the organization
values the employee, and helps provide the tools necessary for
succeeding in the job.
To Save Time for the Supervisor: Simply put, the better the initial
orientation, the less likely supervisors and co-workers will have spending
time teaching the employee while on the job.
To Develop Realistic Job Expectations: It is important that employees

learn what is expected of them as soon as possible, what to expect from
others, in addition to learning about the values and attitudes of the
organization. While people can learn from experience, its important to
avoid those mistakes that are unnecessary and potentially damaging.
The main reasons orientation programs fail: The program was not planned;
the employee was unaware of the job requirements; the employee did not
feel welcomed.
ENGAGEMENT TOOLS FOR EMPLOYEE ORIENTATION
Best Practice: Enhanced Employee Orientation Program. The City of

Vancouver (2007 Top Employer) increased new Employee Orientation
length from a day to a full day. The City now offers orientations
regularly for both new and long term employees.
Make them feel at ease.
The orientation should make the new
employees feel comfortable, welcome and secure. (E.g. Set-up in an open
circle, if orientating a group.)
Share stories from your own experience. People who capture the hearts
of others and leave them feeling uplifted often do so by sharing stories
about their own struggles, mistakes, and life lessons.
Spend time with introductions and open questions.
Alleviate their fears and doubts. Let them know that you are available
to them for confidential advice.
Encourage friendships among new employees. Try to create a team
spirit among the existing group of newcomers.
31
Assure them how the organization welcomes their observations,

comments and critiques.
Assign a mentor, or buddy, to show the new person around. The
mentoring relationship should continue for 90 days.
Help them feel valued. The experience should be something to make
the person feel highly regarded by the organization.
Ask for feedback. Find out from former new hires how they perceived
the orientation process. You can send an evaluation 2-4 weeks after the
employee has started, and ask: Now that you have been with the
company awhile, did the orientation meet your needs?
A Tool for Engagement The Psychological Contract

While the name might sound intimidating, psychological contracts are
normal. In fact, every working relationship is based on a psychological
contract.
A psychological contract is comprised of implied or explicit
promises, made verbally or in written form during the course of employment
between the employer and employee. It is simply the answer to two
questions: What do I expect from the employee? and What does the
employee expect from myself and the organization?
When recognized formally and clearly articulated, a psychological contract is
an engagement tool that can be carried from the orientation process and
throughout the employees tenure with the organization. The example below
represents a template for employee and employer agreement. The language
and format should be adjusted to fit your organizational culture and tailored
for a specific position.
A Model Of The Psychological Contract
Employees promise to :
Employers promise to provide:
Work hard
Develop themselves
Pay commensurate with performance

Opportunities for training and
development
Opportunities of promotion, career
ladder
Recognition for innovation or new ideas
Feedback on performance
Interesting tasks
A fair benefit package
Respectful treatment
Reasonable job security
A pleasant and safe working
environment
Rewards for good work
Status
Maintain high levels of attendance and

punctuality
Be innovative
Work extra hours if required
Develop new skills and update old ones
Be flexible
Be courteous to clients and colleague
Be honest
Show loyalty to the organization
Excel
Uphold company reputation
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Important Psychological contracts are not negotiated. They are formed

by the organization and must have complete alignment with the corporate
culture.
Tool for Engagement Clearly Worded & Relevant Job Descriptions
Too many job descriptions are written in generic HR language and are either
too general to be relevant, or have little connection with the actual job thats
being described. Clear expectations are an important engagement driver.
Look at your job descriptions to see if they adequately provide clear
directions for your staff.
A good strategy when writing a job description or an orientation guide

is to use specific details that describe the task or skill required.
Clear language is a tactic that can induce high performance.
Example:
Unclear Language
(Too General)
Handles administrative chores
Good communication skills
Computer literate
Clear Language
(Specific)
Receives, sorts, and files monthly
personnel action reports
Communicates technical information to
nontechnical audiences to assist
understanding
Proficient with Microsoft Word, Excel,
and QuickBooks
Tool for Engagement Comprehensive Training Plan & Schedule

A training guide describing the day in the life of a position can be a
useful orientation tool. It adds clarity to requirements of new roles.
Send the training guide/agenda to the new associate with the offer
letter so the employee knows what to expect.
Start with the basics. Focus on the why, when, where and how of the
position before expecting them to handle assignments or large
projects.
33
Performance Supports are the ways and means through which a company
measures and improves the job skills of their employees in alignment with
the companys strategies, goals and expectations.
Commonly called
Performance Management, we chose to use the term Performance
Supports because of the negative connotation many employees have of
performance management, and to utilize a label with a more engaging sense
to it.
The primary purpose of performance management is to coach
employees towards their potential.
This toolkit recognizes the close connection that Performance Supports has
with employees Career Planning and the organizations Workforce
Development system. We recommend that whatever Performance Supports
process your organization decides to use, that you include within it a means
to recognize and support your employees career aspirations.
Why Top Employers Consider Performance Supports a High Priority
Top Employers invest considerable energy into their Performance Supports
systems because they recognize that there is a direct correlation between
their employees performance levels and organizational productivity. As
well, Top Employers understand how important a high functioning staff is for
creating a culture of high expectations. Top Employers also recognize that
how they go about the task of performance management is as important
as the outcomes theyre aiming for. Becoming an employer of choice
requires paying considerable attention to developing a Performance Supports
system that establishes a reputation for effectively equipping staff with the
skills and tools they need to perform at a high level.
Why Tactics for Engagement in the Performance Supports System
Think about your staff. How many would you expect to answer Yes to the
question Do you look forward to performance appraisals? No matter how
positive your work environment is, youre unlikely to find many staff
members who look forward to their performance reviews. The reason
many people have had negative performance review experiences and most
people view performance management as a process thats designed to serve
the organization, paying little attention to employee interests. Measures
that result in high Employee Engagement in the Performance Supports
activities will have a profound impact on your organizations culture.
Think about this: people search for a meaningful evaluation of virtually
every interest they pursue outside of work.
Whether its playing an
instrument, participating in a sport, or pursuing a hobby, people want to
34
know how theyre doing and what they can do to get better. In fact, people
are willing to spend a great deal of money to find the expert who can help
them break bad habits (e.g. poor golf swing) and improve their game.
Why is this seldom the case at work? Maybe it has something to do with
how we design the Performance Supports system. If properly designed and
implemented, performance appraisals can be valuable engagement tools for
managers and employees.
Types of Engagement Tactics that Improve Performance Supports
Employee Engagement Tactics (Align/Set/Modify)
o Include employee needs, concerns, dreams, and goals
o Motivate employees to engage in the right behaviors to perform
o Foster communications between the manager and employee
Coaching
o Address all performance issues in the context of the employees
career goals
o Identify & address areas to develop
o Provide development opportunities to perform better next time
Assessment
o Provide feedback on results what worked and what did not
o Set expectations for the job
o Encourage employee with progress s/hes made
Align/Set/Modify
Organization
strategic goals
(Dynamic)
LEADERSHIP
(Develops
Business Plan)
Visibility into business
Plan execution and
capabilities of people
inside the organization
Workforce
Performance Goals
PERFORMANCE
SUPPORTS
Identify &
address areas to
be developed
Track performance
& assess
Competencies
Job-related
performance goals
& career
development plans
Workforce
(Executes
Business Plan)
Skills, knowledge,
abilities, experience, &
career planning
ENGAGEMENT
(Strategy-focused Organization, The, by Thomas H Davenport and David P Norton, McGraw-Hill

Ryerson Agency, Sep 2000)
35
Our tools for fostering engagement will be explained in the context of three
standard appraisal processes; Self-appraisals, 360-degree feedback and
Management by Objectives.
William James of Harvard found that motivated employees work at
80 - 90 % of their ability while unmotivated employees work at
about 20 - 30 % of their ability.
(Hershey, Paul, and Kenneth H. Blanchard, Dewey E. Johnson. Management of
Organizational Behavior Leading Human Resources. 8th ed. Upper Saddle River, NJ:
Prentice Hall, 2001)
ENGAGEMENT TOOLS FOR PERFORMANCE SUPPORTS
Employee Performance Management Survey

This survey assesses the current state of Performance Supports. The
questions should be reframed to suit your workforce and organization.
1. What would help you and your manager communicate more effectively
about your performance goals? About your career plans?
2. Do you feel that people in your position are held accountable using the
same standards for performance?
3. Do you clearly understand what is expected by your manager in
his/her role?
4. Do you know the organizations mission statement?
5. Do you have a clear sense of what management thinks of your work?
6. Do you feel the organization does an effective job in rewarding your
efforts? What do you think can be done to improve this?
7. Do performance reviews help shape your efforts?
8. What can be done to improve the review process?
9. How could the organization help better develop you in your current
role? For future roles in your career path?
10.Do you clearly understand the effects of your work on your manager?
Your peers? Our customers?
Tool for Engagement Self-Appraisals
Self Appraisals are a method in which an employee evaluates his/her own
performance and discusses it with his/her manager.
Employees feel
engaged because they have a voice in the process and it provides the ability
to report progress toward goals.
36
To Add Greater Employee Engagement:

Collaboratively develop a clear understanding prior to writing the Self
Appraisal.
o The employees responsibilities, performance objectives, and
priorities
o The company and manager's expectations
o How the employees results will be measured and rated
Provide time for the employee
o To write information when it is fresh in his/her mind
o Demonstrate support for his/her taking this recording time
Encourage the importance of the employees achievements and
accomplishments by keeping an ongoing Self Appraisal file and other
performance related documentation
Develop System Supports
o Encourage open discussion of documentation
o Review regularly at agreed intervals or when requested
Tool for Engagement Management By Objectives (MBO) Appraisals
Management By Objectives (MBO) is a process whereby managers regularly
and systematically set goals for themselves and their employees, measure
progress towards those goals, take corrective action where necessary and
(typically) reward successful achievement of those goals.
Increase Engagement
Allow
employees
the
opportunity to voice his/her
opinions on a Management
EMPLOYEE
by
Objective
(MB0)
COMPANY
GOALS
GOALS
COMMON
appraisal
GOALS
1. Engage employees to
voices their opinions of
concerns, needs, fears,
Develop Management By Objectives through Common Goals
desires, dreams, and
feelings in an atmosphere of trust.
2. Listen carefully and intently to the employees opinions
3. Acknowledge alignment of Common Goals of the Company and
Employees
4. Acknowledge non alignment of Company Goals with Employee Goals
5. Incorporate Company and Employee Common Goals
6. Rethink non-aligned goals needs: Timing and Training
37
Factors for Engaging Employees using an Performance Appraisal

Consider the following when selecting an appraisal method:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Is it valid? Is it reliable?
Did employees have input into its development?
Are its standards acceptable to employees?
Are its goals acceptable to employees?
Are its standards under the control of employees?
How frequent is the feedback?
Have raters been trained? Have the employees been trained?
Do employees have input into the appraisal interview?
Does the appraisal have consequences?
Are different sources (raters) utilized?
(Source: Hermann F. Schwind, Performance Appraisal: the state of the Art, in Shimon L
Dolan and Randall S. Schuler, eds., Personnel and Human Resources management in
Canada, West Publishing, 1987)
Tool for Engagement How Tos for Conducting Performance

Appraisal Meetings
1. Before getting together, ask the employee to complete a selfevaluation. This doesnt have to be long or overly formal, but should
require the employee to highlight what she feels are her
accomplishments, strengths and areas that need improvement.
2. State the objective of the feedback session right up front.
Approach the appraisal along the lines of helping you (the employee)
to reach your full potential. You dont need a long-winded speech on
your good intentions, just a brief reminder that the point is to let the
employee know how he is doing and what he can do even better.
3. Review the employees performance for the entire period
covered by the appraisal. Its all too easy to fall into the trap of
applying a halo or tail and horns effect if only a part of the
employees overall performance is in your mind. Review notes,
projects completed and objectives established at the beginning of the
period to develop an good overview of how the employee performed.
4. Avoid taking the litany of negatives approach. Its surprisingly
easy to fall into the mistake of listing all the things you dislike about
the employees performance, while giving short shrift to the things she
has done well. Needless to say, that can be discouraging to the
employee and lead to something less than optimum results.
38
5. Let the employee take the lead. This ensures that the employee is
engaged in the appraisal process, not just a passive observer.
Questions can help keep things moving along and/or emphasize a
point. For example, What did you learn from that situation?
6. Make it a work together experience. Dont just render a verdict
on how, in your opinion, the employee did. Make it clear youre on the
same side by asking what you can do to help the employee get better,
add skills or move ahead on his career goals.
7. Avoid attributing motives to the employees actions. If, for
example, the employee is often late in handing in a particular type of
work, dont say, Youre still hoping Ill assign someone else to get that
quarterly report done and putting it off to the last minute. Just stick
to the facts You turned the quarterly report in late during three of
the last four reporting periods.
8. Come prepared to cite specific examples to illustrate key
points. To use the situation described in point 7 above, dont just say
Youre slow in getting your assignments done. Rather, be ready to
provide a specific example of what you mean, such as, You turned the
quarterly report in late during three of the four reporting periods.
9. Ask the employee to develop or recommend specific action
steps. Have the employee tell you what she needs to do to capitalize
on identified strengths and improve weak areas e.g. what training
shed like and what specific improvements she needs to make.
10. Ask the employee to identify intermediate and long-term
career goals. This can help put the appraisal meeting in perspective
as well as help the employee to build and pursue an effective career
strategy.
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Career Planning
Career Planning is the goal-oriented aspect of an individuals Career
Management. Career Management is a lifelong process in which individuals
take proactive steps to determine their career paths.
Good Career
Management recognizes that while long and short-term goals are important,
life situations and opportunities arise that influence these goals. Rather than
having defined start and end-points, Career Management recognizes that
individuals are dynamic and continually developing. With that in mind, goals
are created to provide the means for navigating a career path. Career
Management is an empowering endeavour that assists people to take charge
of their careers.
Involvement in employees Career Management makes sense for
organizations of all types and sizes.
Enabling individuals career
development is a win-win proposition.
As employees develop, the
organizations human capital grows, building its capacity to deliver and
expand its services and/or products. An effective career planning process in
an organization is an opportunity to link goals from the individual with those
of the organization. When this occurs, both the individual and organization
benefit from its employees Career Planning.
Why Top Employers Consider Career Planning a High Priority
As expanded on in Employee Engagement The Business Case, engaged
employees create the competitive edge in todays economy. Top Employers
understand that when employees attain greater knowledge and skills, they
add value to the company. Involvement in employees career planning also
helps the organization retain its best people.
By facilitating employees career development the organization helps create
a greater attachment to the organization. If employees believe that their
employer is interested in their growth and wants to assist them with this
growth, a sense of belonging if fostered. An emotional bond will be created,
the employees will feel connected to the organization, and more likely to
display behaviors linked with engagement.
In Tactics for Engagement, Engagement That Matters, we cited research
gathered by the Corporate Leadership Council (UK) that identified emotional
engagement to ones job as the single largest factor for increasing an
employees engagement level. Since Career Planning fosters individuals
involvement with their jobs, it stands to reason that energy and resources
committed to this process will generate a positive return on investment.
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Career Planning is directly linked to Workforce Development and Succession

Planning. Top companies agree talent is a key driver in organizational
success. Mobility is common among employees. Organizations cant assume
that they will have the talent around when its required. The best way to
attain talent is to develop it in-house.
Establishing a reputation for
supporting career growth will markedly improve the organizations
reputation as a great place to work. As a secondary benefit, supporting
employees career growth helps organizations deal with skills shortages
issues as practice bolsters its reputation as an employer of choice.
Why Tactics for Engagement in the Career Planning Process
Assisting employees to clarify their career goals will provide an occasion to
communicate the organizations desire to partner with them in their ongoing
career management. Career planning will engage the employee by creating
an environment of trust and belonging. The organization will build a deeper
talent pool that will contribute to the current and future success of your
organization. Employing Tactics for Engagement in Career Planning is
essential because tangible results from Career Planning depend on
individuals motivation to reach their plans goals.
If an organization
implements a Career Planning process, its value depends on employees
being highly engaged in and committed to it.
Types of Engagement Strategies Improve the Career Planning
Process
The best tactics in career planning are those that bring together both the
individuals career needs and the organizations goals. When integrated,
Career Planning gives new life to the organizations Workforce Development
initiatives and helps fulfill its Succession Planning objectives. Organizations
do, however, need to be aware that the Career Planning process can lead to
competing priorities if not managed properly.
When Career Planning is individual centered the organization runs the risk
of being treated as a means to an end. On the other hand, when Career
Planning is ignored and the organization thinks only in terms of its own goals
and establishes Workforce Development strategies to reach them, individuals
feel like cogs in the machine and only do whats necessary to satisfy the
employer. The following table outlines the implications of organization and
individual centered Workforce Development. The diagrams following this
table graphically display the need for a synergy between the individual and
the organization in the Career Planning process.
41
Potential Conflicts Between Organization and the Individual

Organizational Needs and Demands
Concern for effective and efficient

operation, profit and productivity
Concern for all members of the
organization
Need to fill the rates in the
organization structure
Need for skills to fill all positions
Need for some specific, welldeveloped skills
Best utilization of all talents within
the organization
Manager to work in geographic
location best for the organization
Individual Needs and Demands
Concern for self-fulfillment and

self-actualization
Concern for self
Need selffulfillment and
self-actualization
Interest in challenging work only
Bored by routine work using specific
skills
How to utilize own potential within or
outside the enterprise
Location must suit self and family
(Source: International Handbook on Management by Objectives by Heinz Weihrich)
Diagram A below reflects the opposing forces at play when an employees

career goals are not consistent with that of the companys vision.
Low Degree of Integration of Organizational Demands and Individual
Needs - Diagram A
Low Degree of Integration

(Source: Strategic Career Management, A Missing Link in Management by Objectives-by
Heinz Weihrich)
Career Planning strategies need to integrate the individuals needs and the
organizations goals. The Career Planning process is an opportunity to
create an atmosphere where people enjoy their work and grow in the
process of doing it. By providing a supportive environment and directing the
employees career path toward the companys current and predicted needs,
the result will be a high level of integration. Diagram B reflects this.
42
High Degree of Integration of Organizational Demands and

Individual Needs - Diagram B
High Degree of Integration

(Source: Strategic Career Management, A Missing Link in Management by Objectives- by
Heinz Weihrich)
NOTE: Organizations need to be selective with regard to which employees

are eligible to participate in the Career Planning process. The parameters
for Career Planning will vary by organization. The following information
provides guidelines for developing a Career Planning participation policy:
Individuals should be employed for a minimum period.
Employees should become proficient in their current jobs before
engaging in Career Planning (exceptions could be made for good
employees whose current job is a poor fit.).
Employees must have minimum time commitment to the organization.
(See ETHOS Career Management Groups Organizational Career
Management Model for information about how employers can integrate
career planning into their organizations www.cmc.ethoscmg.com .)
ENGAGEMENT TOOLS FOR CAREER PLANNING
Career Planning Process Tips for Coaching

The employer/manager must develop a career planning strategy that will
utilize individuals potential, develop their strengths, while simultaneously
meeting and contributing to the organizations demands.
The following tips will help you develop a strategy that works for your
organization:
Ensure that you are clear about your companys goals. Communicate
these goals to the employee and listen carefully to their feedback.
43
Help others to bring out the best in themselves. Identify talents and
abilities of your employees and ensure that they understand how they
can contribute to the overall plan and vision.
Identify core competencies of every level of employee in the
organization. Research behaviors that will drive the business and
emphasize them in selecting training programs and in criteria for
judging effectiveness in performance reviews. (Refer to appendix
section on behaviour assessments.)
The most important part of the annual review is a discussion about the
future of the employees career.
Learning plans need to be tailored to suit a persons learning style:
Auditory; Visual; or Kinesthetic. For example, a hands-on person who
likes to try things out (Kinesthetic) would derive little benefit from a
lecture (Auditory).
Allow people to take varying amounts of responsibility for their own
learning, depending on how self-directed they are. Self-directed
learners may enjoy doing training on the Web or their own research.
Less self-directed learners need more structure and guidance, and
would likely benefit from more formal classroom training.
Encourage people to take responsibility for their own careers. Allow
the employees to take the initiative and plan their own careers.
Find future leaders and focus resources on them.
Development of Short-Range Objectives and Action Plans:
1. Individual objectives should contribute to organizational aims.
2. The short-term goals should contribute to the long-term.
3. Objectives should indicate priorities. For example, the training
objective of attending a computer course may be more important
than taking a course in economic history at the time when the
company is switching to a computerized control system.
4. Career goals should be challenging, yet realistic. Many MBA
graduates with unrealistic career expectations become frustrated
with the organization if those expectations are not addressed.
5. Objectives should be expressed clearly and in writing, so that one
can measure achievement or non-achievement of objectives.
6. Career objectives should be agreed upon with the supervisor.
Career planning is a joint effort of the individual and the supervisor.
7. Objectives should provide for feedback and follow-up. Such a
discussion is especially valuable when the supervisor was an active
partner in developing the subordinates career plan.
Framework for Helping Individuals Create Career Goals

Many individuals dont realize their potential because theyve never
established goals. Many people work in organizations for a paycheck and
44
are blind to their opportunities. A Career Management framework can help

individuals make informed career decisions and begin planning action steps.
An effective Career Management framework helps individuals identify the
work that theyre innately suited for, and provides information about the job
options they may wish to pursue. In short, employees need to answer two
questions:
What type of work am I suited for? and
What career options are available for me?
The following no-cost tools can help employers provide this guidance.
What Type Of Work Am I Suited For?
o The University of Waterloo Career Development eManual
This online resource has been available for free to the general public
for over five years.
This resource guides individuals through a
comprehensive self-assessment process. Although geared towards
pre-training/education decision making, this guide provides the
important steps for making informed decisions. Completing this guide
will help employees understand themselves better, and the reasons
behind why theyre attracted to certain types of work more than
others. Employees can utilize the knowledge they gain for choosing
career paths within the organization.
Step 1: Self Assessment

Welcome to Step 1!
Completing Step 1 will help you to:
Understand why self assessment is a key factor leading to
career success
Conduct a complete assessment of your personality,
interests, values, skills, learning needs and selfemployment potential
Know what you are looking for in your career
The First Step to Career Success!
(See: www.cdm.uwaterloo.ca/step1.asp)
What Career Options are Available for Me?
Employers can help individuals answer this question by providing them with
information about employment options available within the company and
opportunities to learn more about them.
o Make all job descriptions for every department available to staff
Make it easy to find out the details about your organizations various jobs.
Make sure that education, training and experiential requirements are
45
included with your job descriptions.

Some organizations have this
information available to employees on their Intranet.
o The Informational Interview
Encouraging and supporting the concept of informational interviews with in
your organization. Ensure that all management and staff have been
briefed on the parameters of an internal interview. Set up a 15 minute
appointment with the individual to be interviewed
The interview should be regarded as a business appointment (be
prompt, dress appropriately)
Stay within the 15 minutes time frame
Take brief notes and stay focused
Follow up with a thank you message
Examples of informational interview questions:
What are the duties/functions/responsibilities of your job?
What kinds of problems do you deal with?
What kinds of decisions do you make?
What job experiences led you to your present position?
What particular skills are essential to be effective in your job?
How did you learn these skills?
What are the major frustrations of this job?
What abilities or personal qualities do you believe contribute most to
success in this field/job?
o Job Shadowing
Provide opportunities for high potential and interested candidates to
closely observe other roles in the company. A Job Shadow involves
providing an individual a short period of time (e.g. half a day) observing
another individual performing the job.
o Coaching
Provide timely and consistent feedback specific to an individuals Career
Plan. Career planning should be an integral part of managing. An
individuals growth and development should be discussed and objectives
related to career discussed. Evaluating the progress toward the
established goals and addressing any undesirable deviations. An excellent
time to assess career development progress would be at the performance
appraisal. This is the time to review not only performance against
objectives in operating areas, but also to review the extent to which
milestones in the professional development have been achieved. In
addition to the appraisal reviews, a manager can continuously reinforce
professional behavior and growth in subordinates.
46
We understand organizational culture to be the beliefs; values and
assumptions that shape behaviors, and help individuals understand the
organization. Corporate culture is created by what people say, how people
treat each other, how people treat their customers, and why managers make
decisions. Cultural Initiatives are tools for creating a healthy workplace.
Organizational culture can be enhanced by positive practices in leadership,
management, decision-making, work values, community citizenship, quality
of life, recognition, salary and benefits.
Why Top Employers Consider Cultural Initiatives a High Priority
Understanding company culture creates cohesion and commitment at
all levels of the organization.
Cultural Initiatives help people
understand the core ideology and what is expected of them.
The cohesion of common culture spawns healthy interactions between
work colleagues and builds morale in the workplace. When people
integrate into the company culture, they feel like they belong and as a
result have stronger emotional ties to the organization.
Cultural Initiatives result in behaviors that serve as a guide to
employees about what is considered appropriate or inappropriate
behavior in the organization.
Many employees have experience in work cultures with low trust levels
and us and them mentalities. Cultivating the qualities that lead
employees to trust creates a foundation for Employee Engagement.
Top Employer Example
In 1999, Delta Hotels developed a strategy to create a healthier workplace
and improve overall working conditions for their staff. Bill Pallett, Senior Vice
President, People, Resources and Quality at Delta Hotels Head Office,
believes that values, opportunities, and leadership are key areas when
looking to enhance company culture.
Pallett believes that to know where you want to go, you have to understand
where you are and where the gaps are. One tool Delta uses is its annual
employee opinion survey. Another tool is the application process for various
industry awards. By analyzing their practices through the award process
they are able to bench-mark mechanisms to validate internal and external
practices. This allows them to see where the gaps exist.
(Source: Response-Ability and the Power to Please Bill Pallett, Delta Hotels)
47
Why Tactics for Engagement When Creating Cultural Initiatives

Cultural Initiatives are designed for integration employers need their
employees to have more than the knowledge of organizational culture.
Culture is effective when its affective, that is, when its internalized by
individuals. Leading business expert, Jim Collins (author of Built to Last and
Good to Great) describes culture in the most effective organizations as being
an almost cult-like disease that pervades the organization.
Types of Engagement Tactics that Improve Cultural Initiatives
Initiatives for developing culture fall into two categories:
1. General Qualities of Healthy Cultures, and
2. Unique Qualities of Individual Organizations.
Both are important to nurture. The following is a list of general qualities that
are important to all healthy cultures with tips on cultivating those qualities.
Factor
Positive Cultural Belief
Risk tolerance
Faith that things will

work out
Adjustment
Power
Confidence; belief that

the world is a safe place
Feeling of authority
Security
Sense of safety
Similarity
Sense of shared values

and group identity
Interest
alignment
Shared sense of interests
Benevolent
concern
Belief that you will put

yourself at risk for them
Capability
Perception that youre

competent
Predictability/
Integrity
Belief that you behave

consistently and fulfill
promises
Experience of open and
honest exchanges
Communication
To Increase Employees Positive

Cultural Belief
Spend more time explaining options
during stressful times.
Offer a safety net.
Recognize achievements.
Correct failures through discipline.
Provide choices; avoid coerciveness
Explain how decisions serve
company interests.
Provide comfort during change.
Reduce risks in times of change.
Use we more than I.
Emphasize what you have in
common.
Find wins for employees.
Explain how meeting company
goals benefits everyone.
Demonstrate genuine concern.
Occasionally make sacrifices for
employees.
Demonstrate your skills in relation
to tasks at hand.
Delegate tasks youre not good at.
Under-promise and over-deliver.
If you cant fulfill a promise, say
why.
Increase frequency and candor of
your communications.
Cultivate bonds beyond workplace
roles; e.g. by having lunch.
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Cultivate Your Organizations Unique Cultures

Just as individuals are different, with their unique qualities that define who
they are, so are organizations. Like a country, an organization has history
and traditions, and host of other factors, which have combined to create a
common culture. Every country also has its own celebrations and activities
throughout the year that reinforce its culture. Find ways to schedule
activities that reinforce your culture. (See Tactics for Nurturing Your Culture
below.)
Cultural Literacy Tangible Evidence of An Integrated
Organizational Culture
Cultural literacy requires the broad range of trivia and the use of that trivia
in the creation of a communal language. In other words employees need to
learn the office talk as a step in fitting the company culture.
ENGAGEMENT TOOLS FOR CULTURE INITIATIVES
Cultural Initiatives That Top Companies Use

Survey: The Keg Restaurants conduct staff Quality of Work Life
Surveys, twice a year in each location - Jason Forbes, Director of
Training Keg Restaurants Ltd.
Share: The Delta Hotel Richmond, as part of a communication
strategy to engage people, conducts daily operations meetings and
monthly town hall meetings, where they share financial results, guest
satisfaction results, and read out positive feedback letters - Shari
Avery, Delta Richmond.
Feedback: The Cactus Club Caf strives to empower every
employee; they should treat the business as their own. The Cactus
Club achieves this amongst other strategies by providing feedback
daily to employees.
Challenge: Create a culture that fosters engagement by inviting
peoples input on decisions and encouraging them to positively
challenge the status quo.
Clarify: Explain the thinking behind final decisions.
Strive for Consistency: Link your positive work experiences with
processes that send consistent messages to employees.
o Top US Company Whole Foods back up its team-based process with
compensation practices, employee rewards, recognition, and
promotion criteria is strongly team-based.
o Bonus pay is linked to group, not individual, performance. As a
result team members choose hard workers not buddies.
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Responsibility: Clearly state new responsibilities and performance

standards after making final decisions.
Tactics for Nurturing Your Unique Culture

Great organizations build strong cultures by:
Orientation and ongoing training programs that have ideological as
well as practical content, teaching such things as values, norms,
history, and tradition
Internal universities and training centres
On-the-job socialization by peers and immediate supervisors
Rigorous up-through-the-ranks policies hiring young, promoting from
within, and shaping the employees mind-set from a young age
Exposure to a pervasive mythology of heroic deeds and corporate
exemplars (for example, customer heroics letters, marble statues)
Unique language and terminology (such as cast members
Disneyland, Motorolans) that reinforce a frame of reference and the
sense of belonging to a special group
Corporate songs, cheers, affirmations, or pledges that reinforce
psychological commitment
Tight screening processes, either during hiring or within the first few
years
Incentive and advancement criteria explicitly linked to fit with the
corporate ideology
Awards, contests and public recognition that reward those who display
great effort consistent with the ideology. Tangible and visible penalties
for those who break boundaries
Tolerance for honest mistakes that do not breach the companys
ideology (non-sins); severe penalties or termination for breaching
ideology (sins)
Buy-in mechanisms (financial, time investment)
Celebrations that reinforce success, belonging and specialness
Plant and office layout that reinforces norms and ideals
Constant verbal and written emphasis on corporate values, heritage,
and the sense of being part of something special
(Source: Jim Collins, Built to Last. HarperCollins Publishers Inc., 2002. p.136)
Communicate the Organizations Commitments

When people believe that the organization leadership and culture respects
and values them, they respond positively by being committed and engaged.
Deborah Bromley, CEO of ETHOS Career Management Group Ltd. in
Nanaimo, BC, gave the twelve employees on her first work-team the
following commitment in writing:
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I promise
To make every effort to ensure a positive, supportive and

nurturing workplace
To be flexible and open to any/all suggestions you may have for
improving the way we work
To respect and listen objectively to all your ideas, never
discounting one without explanation
To acknowledge when Ive made a mistake and take responsibility
for it
To give credit where credit is due and share equally in our success
(and in our challenges)
To provide positive feedback and constructive direction where
appropriate (and to accept the same from you!)
To allow you full discretion on how you plan and use your time to
help us meet our goals
To laugh, to commiserate, to fume and even to cry with you, to
offer hugs when required and to always remember that our
work must also be FUN!!!
Recognize the Differences between Generations

Patterns fall within generational lines. Generations are defined by spikes and
declines in birthrates. The people in those groups are influenced by the
cultural events, changes, and challenges that they experience, especially
during their formative years. As a result, they bring their own set of
attitudes, perceptions and values to the workplace.
Generation Y (1976-1998)
Find ways for them to exercise their intellectual curiosity and work in
teams.
Give them regular honest feedback.
Help them create and stretch goals.
51
Generation X (1965-1976)
Help them develop new skills and identify career options in your
organization.
Keep them in the loop. Communicate early, honestly, and often, in
ways that work for them.
Provide flexibility, freedom, and work/life balance.
Baby Boomers (1946-1965)
Help them find meaningful work. Ask what they are passionate about.
Keep them on their cutting edge. Teach them. Ask what new thing
they would like to learn this coming year.
Notice and thank them for their dedication and commitment.
Matures (1933-1945)
Respect and mine their knowledge. Tell them how much you value
what they bring to you, the team, and the organization.
Let them mentor the younger workers and pass on their wisdom and
knowledge.
Connect them to the community as a way of leveraging their
expertise. Ask if they would like to serve on your organizations
community service committee or head up the next charity drive.
Hire mature workers when you start running short on talent, or you
want someone smart, loyal, hardworking, and connected to your
customers.
Workplace Values by
Matures
Boomers
Work Ethic
Work until
Work long
you drop
hours, and
tell you about
it.
Loyalty
Loyal to
Loyal to
employer
employer,
with
reservations.
Technology
Technology
Technology
fascination or challenged
avoidance
(40%)
Reporting
Strong chain
Chain of
Relationships of command
command
Generation
Generation X Generation Y
Personal life
Lifestyle
first, work is
comes first.
important.
Career and
professional
loyalty
Career
Options
Technology
proficient
(80%)
What is the
purpose of a
chain of
command?
Technology
savvy
(100%)
Be respectful
but move
ahead.
52
Workforce development is a cooperative, on-going effort on the part of an
employee and the organization designed to improve the employee's
knowledge, skills, and abilities. Workforce development requires a sense of
balance between an individual's career needs and goals, and the
organization's needs. It enhances employees skills, communication and
teamwork, and helps clarify the organizations mission and values.
Why Top Employers Consider Workforce Development a High Priority
Our research of Top Employers found a consistent high regard for training
and development.
These employers recognize the direct relationship
between the quality of their workforce and their business performance. A
well trained staff is a major factor for ensuring customer satisfaction. In
turn, satisfied customers provide a level of revenues and margins that will
satisfy the owners and/or shareholders.
Workforce development helps
employers retain employees and stay competitive.
Training employees is an investment in two distinct ways. First, educated
employees are more productive. Second, training is a proven tactic for
attracting and retaining talented employees.
Why Tactics for Engagement in Workforce Development Initiatives
Without engagement, workforce development activities are hoops that
employees jump through as part of the corporate game of satisfying bosses
and employers. When employees feel coerced into taking part in training
and learning activities, they simply go through the motions, and the learning
experience is often unappreciated and largely a waste of time and resources.
When employees are interested in training and understand how it will benefit
them, training becomes an entirely different experience. Employees become
more thankful for training opportunities and approach them with a
completely different attitude. If pre-training session preparation is required,
theyll complete it ahead of time with appropriate effort. After the training
experience, engaged employees will look forward to applying what theyve
learned and sharing their knowledge with others.
An addition, these
employees will set a higher bar amongst staff and help create a positive
inertia that becomes part of your workplace culture.
Types of Engagement Tactics that Improve Workforce Development
Initiatives
Effective Workforce Development tactics are those that entice buy-in from
the employee. Employees who invest in their learning do so because they
53
understand its value. In short, the learning must be relevant to their jobs,
future jobs/roles with the company, and relevant to their careers.
Important Factors for Engaging Employees in Workforce Training
Ensure the training experience includes the following:
1. Employees are clear about the reason for the specific training.
2. Employees are involved in determining the knowledge, skills, and abilities
to be learned and they are attainable and relevant.
3. Employees participate in activities during the learning process.
4. Ensure that work experiences and knowledge that employees bring to
each learning situation are used as a learning resource.
5. Practical problem solving methods are used on real workplace examples.
6. Build knowledge with new material connected to the employees past
learning and work experience.
7. Employees are given an opportunity to strengthen what they learn by
practicing.
8. The learning environment is informal, safe and supportive.
9. The individual employee is shown respect and value.
10. The learning opportunity promotes affirmative self-esteem, pride in work,
safe learning atmosphere.
(Implementing an Employee Training & Development Program
www.hrcouncil.ca/training/pg005_e.cfm)
ENGAGEMENT TOOLS FOR WORKFORCE DEVELOPMENT
Workforce Development Methods You Can Use
Committees: employees from different areas of the company

discussing on a regular basis issues from different perspectives
Conferences and forums
Critical incident reports: a source of learning opportunities from daily
incidents
Field trips: visiting other businesses or other related sites
Job aids: assist employees to perform their jobs
Job expanding: provide challenges and growth
Job rotation: provide opportunities to work in another area of the
organization
Job shadowing: learn about other positions through shadowing a
colleague in his/her day-to-day tasks
Learning alerts: Newspaper articles, government announcements and
reports
Peer-assisted learning: two like employees agree to work together to
learn different tasks
54
'Stretch' assignments: assignments that go beyond employees current

abilities
Special projects: broaden work knowledge outside an employees job
duties
Coaching: an agreement between an experienced manager and his or
her employee for coaching on specific skills
Mentoring: experienced manager/employee provides structured
guidance and advice to a junior employee
Networking: professional contacts within the same industry that
exchange information and stories about experiences
Performance appraisal: evaluate the employee's on the job
performance
Courses, seminars, workshops; formal training opportunities
Courses offered by colleges or universities, relevant to work
Professional associations: provide employees an opportunity for
updates on current practices
Reading groups; groups of employees reading then discussing articles/
books relevant to the workplace
E-learning: Information and course offered online of relevance to the
position and the organization
Leaders as Teachers; company executives facilitating leadership
development sessions and workshops
(HR Council for the Voluntary/Non-profit Sector
www.hrcouncil.ca/training/pg005_e.cfm#methods)
Samples of Engaging Workforce Development Tools

Personal Learning Plans
Personal Learning Plans help engage employees in their learning
and their career growth, while building your human capital. The
following Personal Learning Plan provides a detailed outline of the
process. It will need to be adapted to fit your organization.
Recognizing the Important Skills/Knowledge/Abilities
1. Engage the employee in identifying the skills, knowledge of abilities
that he/she is lacking and needs to develop to improve his/her job
satisfaction and performance
2. Examples of skills/competencies: Coaching, Facilitating, Mentoring, Job
shadowing, Report writing, Computer Skills
Establishing Learning Goals
Engage the employee by:
1. Setting goals that are specific, measurable, attainable, relevant and
timely (SMART)
55
2. Discussing how the goal will provide success and be measured in

advancing careers and/or job performance. Examples:
Provide more detailed and consistent feedback to my staff
Effectively chair monthly committee meetings
Use appropriate e-learning technologies
Be able to receive and send reports electronically
Creating Action Plans for Accomplishing Goals:
1. Engage the employee by developing an actions plan for each goal.
Have the employee describe how the goal will be achieved, timelines,
and degree of success to be accomplished.
Management becomes
more involved as a participant interested in its successful completion.
2. Examples of Learning Action Plans:
Take courses or workshops
Attend a conference
Read a book, article or manual
Research a subject on the internet
Chair a meeting, join or lead a project team
Take an acting assignment, job shadow, or make a presentation
Implementing the Action Plan
1. Engage the employee to begin making plans, working closely with his
supervisor for support.
2. Determine which obstacles make the goals more difficult.
3. Engage the employee to develop plans for overcoming and removing
these obstacles to ensure success.
Evaluating the Learning Plan
1. When the employee has completed the various actions for a goal,
evaluate his/her overall success.
2. Engage the employee by having him/her discuss:
To what degree was your learning goal achieved?
What learning experiences were relevant to your current job or
career development?
How have you been able to apply what you have learned?
What follow-up actions are necessary?
When a Learning Plan is Complete, Begin a New Plan
(Canadian School of Public Service www.myschool-monecole.gc.ca/corporate/lp_e.html
Athabasca University Human Resources Learning Plan:
www1.athabascau.ca/hr/training/lrn_plan_template.doc)
Leader-as-Teachers
This strategy capitalizes on your organizations internal knowledge
and expertise. By simply giving skilled staff members the time and
56
venue for sharing their knowledge and skills, you will be able to reproduce
some of your organizations best resources.
The Leader-As-Teachers
training strategy benefits the organization in two main ways. An atmosphere
of mutual respect and trust between the employees and the leaders provides
understanding and closer ties to the companys roots, values and behaviors.
The leaders-as-teachers training programs often produce outcomes
benefiting the leader as much as the employees. The employees are
engaged by:
Interaction with their leaders who become more approachable
Leaders displaying their knowledge and understanding of the
organization in confidential and safe discussions
Understanding the bigger picture of the organization from the leaders
perspective and how they fit into the bigger picture
Providing an opportunity to contribute with ideas and methods to
improve the organization
Methods for Engaging Employees in LeadersAs-Teachers Sessions:
1. Present employees with an overview of the business plan and
demonstrate how her/his work fits into the overall plan.
2. Establish a benchmark for employee success if setting plans in action.
3. Ask the employees what they feel is their current level of performance.
4. Provide brainstorming activities to explore ways to apply new skills
and work related methods soliciting ideas from employees and
management.
5. Offer insight into the future and what will be required for skills,
knowledge and abilities.
6. Find out if a follow-up meeting is required from the employees for
continue learning and explore suggested topics.
7. Provide willing experts in the company to go to resolve issues or
concerns.
8. Solicit ways to improve training and workforce development.
(From Steve Arneson, Vice President Of Career Development, Capital One Financial Corp.
www.wpsmag.com/content/templates/wps_article.asp?articleid=313&zoneid=27)
"Tell me, and I will forget. Show me, and I may remember. Involve me, and
I will understand."
- Confucius (450 BC)
57
Succession Planning
Succession planning is the process of identifying and preparing suitable
employees to replace employees and leaders within an organization. It is an
integral component of good human resources planning and management.
Succession planning acknowledges that employees will not be with an
organization for an indefinite period, and it provides a plan and process for
addressing the changes that will happen when they leave. Most succession
planning focuses on key positions or managers. However, all positions can
be included in the plan.
A well-developed succession plan has employees who are perceived to have
the skills, knowledge, qualities, experience and the desire, and who can be
groomed to move up when the opportunity arises.
Succession plans
generally include a combination of career planning and workforce
development with existing employees, as well as external recruitment for
skilled positions that cannot be filled by any current employees.
(Source: The HR Council for the Voluntary/Non-profit Sector, Succession Planning
www.hrcouncil.ca/hr_overview/pg004_e.cfm#9 By Teresa Howe, CHRP January 19, 2004
www.charityvillage.com/cv/research/rhr12.html)
Why Top Employers Consider Succession Planning a High Priority

Our research indicates Top Employers consider a succession planning
process important because they rely on staff to carry out their vision, meet
the organization's goals and generally, keep the organization running
efficiently.
Top Employers identified the need to succession plan in
preparation of the changing realities of the labour force. Trends such as the
impending retirement of the baby boomers, declining workforce resources,
vacancies in senior or key positions, and no emerging group of potential
employees on the horizon (i.e. young workers, women entering the
workforce, large waves of immigration) make succession planning more
important than it ever has been. However, Top Employers are optimistic
and believe that with careful planning and preparation their succession
planning processes will succeed.
(Source: The HR Council for the Voluntary/Non-profit Sector, Succession Planning
www.hrcouncil.ca/hr_overview/pg004_e.cfm#9)
Top Employers make the Succession Planning Process:

Part of an overall drive to develop employees at all levels
An ongoing commitment of high-level management
Integrated into an overall organizational strategy
58
Clearly defined in terms of the specific behaviors, skills and values that
employees need in order for them to succeed now and in the future
Coordinate with performance-appraisals allowing for correct employee
placement and development decisions
Integrate with all other important organizational systems such as
recruiting, employee selection, orientation, workforce development,
career planning, performance management, exit management,
retention and development systems
(Source: Succession Planning: A Tool For Success, by Jana Ritter, Galt Western Personnel
Ltd. www.galtglobalreview.com/business/succession.html)
Why Tactics For Engagement in the Succession Planning Process

The strength of an organization is largely dependent on the key people in
leadership and other important positions.
If low, or even moderately
engaged, employees move into higher level positions the organization loses
the type of vibrancy necessary for producing exceptional results. Effective
succession planning ensures that only motivated and committed people
move into the organizations most important positions. Management must
ensure that the succession planning structures allow the right people into
the right positions.
Types of Engagement Tactics that Improve Succession Planning
Succession Planning generates higher levels of engagement when the
planning process communicates two important engagement drivers
significance and achievement.
People want to be part of significant
organizations, and be part of significant activities. People become more
engaged when they make upward transitions if they believe their new
responsibilities will make a greater difference. Just as important is the issue
of achievement. Transition into the new position cannot be perceived as
simple and requiring little effort. Rituals that communicate a significant
achievement when an individual is installed in new position foster
engagement for both the individual and the organization. (These are the
same principles that foster engagement when people become part of
exclusive clubs or teams.) Employees engaged in Succession Planning steps
tend to have a sense of pride and self-fulfillment.
(Source: The Super Seven Factors for Employee Engagement By Melanie Joy Douglas,
Monster.ca content.monster.ca/9867_en-CA_p1.asp & Top Three Benefits to Succession
Planning:
Leadership
Tools.com
www.leadership-tools.com/succession-planningtools.html)
Other factors found in successful Succession Planning initiatives include:

Senior leaders who are personally involved and engaged
Senior leaders holding themselves accountable for growing workforce
competencies
59
Employees who are committed to their own self-development

Success that is based on a business case for long-term needs
Succession that is linked to strategic planning
Workforce data and analysis to inform the process
Employee competencies as the chief factor for identifying, selecting
and developing people
A pool of talent that is developed early for long-term needs
Development that is based on success in challenging and varied jobbased experiences
Senior leaders forming a partnership with human resources
Succession planning that addresses challenges such as diversity,
recruitment, and retention
(Source: U.S. Office of Personnel Management, Succession Planning Process

www.opm.gov/hcaaf_resource_center/assets/Lead_tool1.pdf)
ENGAGEMENT TOOLS FOR SUCCESSION PLANNING
Steps for Planning a Succession Planning Process

Keep in mind that youll need to customize this process to meet your needs.
THE PLANNING STEPS

1. Scope
2. Context
3. Work
4. Demand
5. Supply
6. Gaps
7. Priority
8. Solutions
Implement Solutions:
Monitor, Evaluate, Improve
(Source: New York State Department of Civil Service/Governors Office of Employee
Relations Workforce and Succession Planning Guide Website:
http://www.cs.state.ny.us/successionplanning/planning/steps.html)
60
SCOPE
What is the issue, initiative, or organizational concern that needs your

attention? Is it an immediate critical need or do you have time to plan?
CONTEXT
What is your direction and how will it affect the issue, initiative, or
organizational concern?
WORK
What functions will need to be performed? Will the work be the same,
evolving, or brand new?
DEMAND
What staffing levels and skill sets or titles will be needed to perform the
functions?
SUPPLY
Where will the people come from to staff the functions? What does the
data on the current work force tell you about the likely availability of
qualified people when you need them?
GAPS
What positions, titles, or functions require special action to ensure that

you can recruit, appoint, and retain the people with the skill sets you
need?
PRIORITY
What is the order of importance of addressing the gaps you have

identified?
SOLUTIONS
What specific actions will you take to address the priorities?
(Source: New York State Department of Civil Service/Governors Office of Employee

www.cs.state.ny.us/successionplanning/planning/steps.html)
Succession Planning Process

Step 1: Link Strategic and Workforce Planning Decisions
Identify the long-term vision and direction
Analyze future requirements for products and services
Use data already collected
Connect succession planning to the values of the organization
Connect succession planning to the needs and interests of senior leaders.
Step 2: Analyze Gaps
Identify core competencies and technical competency requirements
Determine current supply and anticipated demand
Determine talents needed for the long term
Identify real continuity issues
Develop a business plan based on long-term talent needs, not on position
replacement.
61
Step 3: Identify Talent Pools

Use pools of candidates vs. development of positions
Identify talent with critical competencies from multiple levelsearly in
careers and often
Assess competency and skill levels of current workforce, using
assessment instrument(s)
Use 360 feedback for development purposes
Analyze external sources of talent.
Step 4: Develop Succession Strategies
Identify recruitment strategies
Identify retention strategies
Identify development/learning strategies:
- Planned job assignments
- Formal development
- Coaching and mentoring
- Assessment and feedback
Action learning projects

Communities of practice
Shadowing
Step 5: Implement Succession Strategies

Implement recruitment strategies (e.g. recruitment/relocation bonuses)
Implement retention strategies (e.g., retention bonuses, quality of work
life programs)
Implement
development/learning
strategies
(e.g.,
planned
job
assignments, formal development, Communities of Practice)
Communication planning
Determine and apply measures of success
Link succession planning to HR processes
Performance management
Compensation
Recognition
Recruitment and retention
Workforce planning
Strategies for maintaining senior level commitment.
Step 6: Monitor and Evaluate
Track selections from talent pools
Listen to leader feedback on success of internal talent & internal hires
Analyze satisfaction surveys from customers, employees, and
stakeholders
Assess response to changing requirements and needs.
(Source: U.S. Office of Personnel Management, Succession Planning Process
www.opm.gov/hcaaf_resource_center/assets/Lead_tool1.pdf)
62
Exit Management
Exit Management refers to all processes and strategies that are designed to
help organizations maintain fair, positive and healthy relationships with
individuals who leave the organization.
While most people think of Exit Interviews when they hear the term exit
management, effective exit management encompasses numerous strategies
for communicating with employees before and after theyve left the
organization.
How do managers learn from employees who leave and how do managers
honour organizational values during this process? This section will cover
strategies dealing with a wide variety of exit types; downsizing, looking for
greener pastures, retirements, positive career moves, family planning,
harassment, and illegal conduct to name several. It will also show how the
exit management process effects and influences the engagement of new
employees. We have dedicated the majority of this section to the Exit
Interview process.
Why Tactics for Engagement in the Exit Management Process
Our research has discovered that many Top Employers do not have
intentional exit management strategies and processes. However those that
do have found these processes invaluable for helping them address issues
such as skills shortages, workforce retention, succession planning and
employee engagement. A large component of the Exit Management system
is a constructive interviewing process.
Exit interviews with departing
personnel can be an excellent way to identify cause of turnover. The results
of exit interviews determine whether there are underlying problems that are
causing employees to leave, and enable you to develop strategies for
improved retention. For example, a former employee can be an ambassador
for your organization to potential employees and customers; as well, you
may end up re-hiring this person in the future.
(Source: Shawn Smith, J.D. & Rebecca Mazin, The HR Answer Book. (2004) New York, N.Y:
AMACOM p.96-97)
Types of Engagement Tactics that Improve Exit Management

Having an Exit Management strategy is engaging in and of itself. The Exit
Management strategy communicates that the organization cares about the
well-being and concerns of its staff. The best Exit Management strategies
are those that allow for non-judgmental and active listening with no fear of
consequences. Exit Management is about trying to find out what employees
need, and the only way to discover this is to ask these questions of your
63
staff. The following overview of an Exit Interview highlights the nature of

the interview through the types of questions it suggests asking.
Exit Interview Guidelines
1. Ask open-ended questions such as:
What prompted their decision to leave?
What did they like about working with the organization?
What didnt they like about working with the organization?
What could have kept them with the organization?
Would they consider returning to the organization?
2. Reviewing these interviews, watch out for trends.
Are several key employees leaving for more money? Perhaps your
wages are too low.
Are people leaving to take better positions? Perhaps your company
lacks the career advancement opportunities todays employees
expect.
Are employees leaving because a particular manager is too difficult
to work for? Perhaps that manager needs to be retrained or
replaced.
Are people leaving because the organization doesnt help them
grow professionally? Perhaps you could offer them on-the-job
training, or supplement their continuing education through
seminars and college courses, provided the courses taken are job
related.
(Source: Management Corner, Want the Real Scoop on Why Youre Losing Employees?
Exit Interviews by Michael Web site: www.leadtrac.com/management_corner1.htm)
Try
The exit interview will help your company understand the real reasons why
youre losing employees. If properly used, the information will help you take
action to stem the tide of employee defections, increase operational
efficiency and boost employee morale, creating a stronger, happier and
ultimately more profitable organization.
Used in combination with employee satisfaction surveys, exit
interviews are a rich source of information for organization
improvement. Unfortunately, if you are learning improvement ideas or
employee concerns at the exit interview, it is too late to take action to
improve or help the exiting employee. The best time for an employee to
discuss concerns, dissatisfactions and suggestions with his employer is while
he is a committed employee, not on his way out the door. Make sure your
organization provides multiple opportunities to gather and learn from
64
employee feedback, including surveys, department meetings, comment or

suggestion forms, and more.
(Susan M. Heathfield, How to Conduct an Exit Interview
www.humanresources.about.com)
The exit interview is an attempt to improve the company, not put the
employee on the spot.
ENGAGEMENT TOOLS FOR EXIT MANAGEMENT
These tools will assist organizations in discovering the reasons for turnover
and better practices. The reasons for exiting employees may vary from
downsizing, greener pastures, retirements, positive career moves, family
planning, harassment, illegal conduct etc.
Encourage Boomerang Employees
To encourage valued employees to return to the organization, (the
boomerangs), seeds need to be planted during the exit interview. When a
valued employee says they are leaving, there are two things an employer
should do. First, ask if there is anything that would change his mind and
would cause them to reconsider. Second, tell him, in no uncertain terms, If
you ever want to come back for any reason I will try to find a job for you.
Reasons for Hiring Boomerangs or Corporate Alumni
There are numerous reasons why you should develop a formal effort to rerecruit top employees who left your firm. Some of them include:
Fast hire. Boomerangs offer an opportunity to acquire a top person
quickly (the search and the assessment take little time).
Known skills. Because they are former employees with years of
performance appraisals, you know in advance what skills and
competencies you are obtaining.
Up to speed quickly. Because they know the organization and its
culture, they are likely to get up to speed faster than traditional new
hires who have to learn an entirely new set of politics, culture, and
processes.
Low failure rate. They have a lower chance of failing because they
have already adapted to the culture and you already know their
performance capabilities and their ability to produce results (especially
if they quit your firm recently).
Browngrassers. You might find that after seeing the "color of the
grass" on the other side that they are desirable because they will not
65
likely leave again. The added benefit alluded to earlier is that they can
help in the retention effort because they can tell stories to others
about life on the outside.
Competitive intelligence. They can provide competitive intelligence,
new ideas, and a fresh perspective from their previous firms.
A chain reaction. They often bring back other alumni with them when
they come, especially after the message spreads that you are
welcoming back those who left.
Building community. Alumni programs help build a sense of a longterm community among employees because even when you leave,
employees know they can maintain a relationship with the firm.
PR value. A high return rate might improve image and secure good
PR in the industry and community.
Targets to Approach
Boomerang programs should not target every former employee. If Homer
Simpson quits, count your blessings and let him go. In addition, anyone who
was fired or forced out should not be on the priority list, unless of course
whoever forced him or her out has been forced out himself!
Some categories of former employees to target should include:
Top performers who voluntarily left.
Top performers who were in key positions.
Top performers with key skills, contacts, or experience.
Retirees who may not have found retirement to be all they hoped it
would be.
Top finalists who accepted another job. These people can be called in
the first week of their new jobs and after three months in order to see
if they made a mistake (buyer's remorse). This might seem silly, but if
you think about it, how many jobs have you taken where you realize
the first day that it was a mistake?
Long-term consultants or contractors. Although they technically were
not employees, if you had individuals who performed well for a long
period time, you might consider bringing them back as contractors
again or even as employees.
Possible Problems with Boomerang Efforts
As with all recruiting programs, boomerang programs have some possible
problems that include:
Former employees having a "dream memory" of the firm (or it could
have changed) and they may become disenchanted upon return.
Current employees becoming jealous or resentful when boomerangs
are hired back at significantly higher pay or job level than similar
individuals who remained with the firm.
66
Boomerangs might come back to retire in the job.

A long period away could result in the boomerang having changed so
much that you need to reassess him or her before any offer to return
is made.
Sometimes layoffs or partings were so negative, the best you can do is
neutralize their feelings but they will never return.
Firms don't want to build the perception that they are desperate.
It requires a long-term view and a vision of sales and learning as well
as recruiting. Most recruiters do not share that broad vision.
Proving the benefits (like the increased image (perception of corporate
alumni toward their former firm) and the decrease in bad mouthing)
may be difficult to do if your HR or recruiting department is weak in
the metrics area.
Traditional HR people often fail to realize that in boom times, the
scope of whom they reconsider may need to expand to include even
average performers who left.
(Source: Article Review Boomerangs: The Strategic Process of Rehiring Your Former
Employees, by Dr. John Sullivan.
www.ere.net/articles/db/9CDE46749D1E4236A59E7EB0F07A24BD.asp)
How To Bring Back The Boomerang Employee

1. Let people know you would welcome them back before they leave.
2. Call former employees every 6-8 weeks during the first year just to
keep in touch (and make it personal, not just business.)
3. Send former employees an e-mail newsletter with company
happenings and positions you want to fill.
(Source: Boomerang Employees: Bring Em back By Andrea Ballard, Foster Pepper &
Shefelman, PLLC www.theizzogroup.com/pdfs/Boomerang_Employees.pdf)
According to BC Labour Market Report, July 2006 (p.4), up to 10 percent of

new hires in many companies are boomerangs. The opportunity to have
talented workers return has prompted many companies to encourage
employees who are leaving to think about returning at some point in the
future. This is a major change for many companies who in the past have
shunned ex-workers. Treating departing employees well is good business,
even if they dont return. Employees who leave on good terms will act as
good-will ambassadors for their prior employer.
And if the employee
returns, the organization benefits from the industry experience and skills the
worker acquired while he/she was away.
Many Human Resources Specialists recommend giving employees an Exit
Interview Questionnaire during Employee Orientation.
This practice
communicates the respectful way the organization treats employees. Its
67
also a subtle invitation for employees to voice their concerns with

management before they make a decision to leave.
The ability to establish, grow, extend, and restore trust with all
stakeholders customers, suppliers, investors and co-workers is
the key to leadership competency of the new global economy.
Steven M.R. Covey
Exit Interviews Sample Questions

1)
2)
3)
4)
5)
6)
7)
8)
9)
10)
11)
12)
13)
14)
15)
16)
17)
18)
19)
20)
21)
22)
23)
24)
25)
What are your reasons for leaving the organization?

What could the organization have done to encourage you to stay?
What factors were important in choosing your new role?
Is your job description up to date/relevant?
Can you describe your levels of job satisfaction?
Was the job what you expected? If not, why not?
What advice would you give to a new employee who takes on your
role in future?
Were there obstacles to you performing your role effectively and if so,
what were they?
What did you like the most and the least about your role?
What do you think we do well as an organization?
What do you think we do poorly as an organization?
How would you describe the level of support you were given to perform
your role? e.g. from your manager, colleagues, CEO etc?
Did you receive adequate assessment and formal feedback on your job
performance? If not, why not?
What are your views on your remuneration package? Suggestions?
How did you feel about the working conditions here? Suggestions?
What sort of occasion were you given to discuss career development
opportunities?
What is your view of the training opportunities we provide?
How would you describe the way in which the organization communicates
with its employees? Suggestions for improvement?
How do you think we could improve on the way we treat our employees?
How would you describe the morale of employees in this organization?
How could we improve the morale of our employees?
What did you enjoy most about the culture of the organization?
What did you enjoy least about the culture of the organization?
Would you consider working for us again in the future?
Would you recommend this organization to other people, as a place to
work? If not, why not?
(Source: SPARC is the Crown Entity responsible for sport and recreation in New Zealand
www.sparc.org.nz/filedownload?id=fc0d45fd-adbc-45ce-8d4b-59b1160100c8&getfile=true )
68
References and Resources

PART 1
Jordan-Evans, B.K. and S. 2005. Loveem or lose em. Berrett-Koehler
Publishers, Inc. 3rd ed. San Francisco, CA. (Techniques for retention and
engagement)
Messmer, M. 2005. Human Resources kit for dummies. Wiley Publishing, Inc. 2nd
ed. Hoboken, NJ. (Simple overview of HR process and strategies)
Additional Literature
Questionnaire: www.decwise.com/pdf/Sample Employee Engagement Survey.htm
Report: www.decwise.com/pdf/Sample Engagement Report.pdf
Suggested Readings
Bernthal, P., Phelps, M. 2004. Measuring Employee Engagement. Development
Dimensions International, Inc.
Web Links
www.cunahrcouncil.org/news/422.html
cu360.cuna.org/articles/story.php?doc_id=1289
PART 2
The 10 Cs of Employee Engagement
The Ten Cs, and description of each, from: What Engages Employees The Most
or, The Ten Cs Of Employee Engagement. By Gerard H. Seijts and Dan Crim,
(The Ivey Business Journal, March/April 2006)
Management by Whose Objectives? By Harry Levinson, (Harvard Business
Review [The Best of HBR])
The Emotionally Intelligent Workplace. By Cary Cherniss and Daniel Goleman,
(Jossey-Bass Management Series, 2001)
One More Time How Do You Motivate Employees? by Frederick Herzberg,
(Harvard Business Review [The Best of HBR])
The 7 Habits of Highly Effective People. By Steven Covey, (Simon & Schuster,
1989)
The Herzberg Motivation Theory (two factor theory)
Suggested Reading
One More Time How Do You Motivate Employees? by Frederick
Herzberg, (Harvard Business Review [The Best of HBR]), www.hbrreprints.org
PART 3
Your Guide to Human Resources, Plan your Recruiting to Ensure Successful
Candidate Selection By Susan M. Heathfield,
Human Resources for Dummies By Max Messmer
How to conduct a Job Interview By Brian Libby (BNET. com)
69
Built to Last, Successful Habits of Visionary Companies By Jim Collins and

Jerry I. Porras
Hewitt Associates Best Employers in Canada study
www.hewitt.com/bestemployerscanada
Six Best Practices in Recruiting By Dr. John Sullivan and Master Burnett
Public Service of Canada Website www.psccfp.gc./ppc/assessment_cp1_e.htm
What it Means to Work Here By Tamara J. Erickson and Lynda Gratton
Getting Them to Give a Damn - by Eric Chester (Kaplan Publishing, 2005)
The Leaders Tool Kit - by CY Charney ([AMACOM] American Management
Association, 2006)
Employee Orientation: Keeping New Employees on Board- by Judith Brown
humanresources.about.com
Conducting Effective Employee Orientations by Claire Belilos (CHIC Hospitality
Consulting Services 1998), http://www.easytraining.com/orientation.htm
Tips for New Employee Orientation by Judith Brown & Susan M. Heathfield
humanresources.about.com
A Plateau/Knowledge Infusion White Paper, May 2007, A Practical Guide for
Effective Performance Management
Performance Management, www.businessballs.com
University of Calgary Human Resources Performance Management,
www.ucalgary.ca/hr/staff/support_staff/compensation_performance/performanc
e_management
Harvard business Review, Articles 17,18 & 28, www.hbrreprints.org
Increasing the Value of Performance Appraisals
www.wpsmag.com/content/templates/wps_article.asp?articleid=539&zoneid=17
September 2006 - Tracy Martin & Heidi Spirgi
Tool Kit #2: Conducting Good Performance Appraisal Meetings
www.uscg.mil/hq/g-w/g-wt/g-wtl/news/fall99/conduct.htm & a useful tool
addition
Services Canada Performance Appraisal Methods,
www.hrmanagement.gc.ca/gol/hrmanagement/site.nsf/en/hr11577.html
Tool Kit #3: Self Performance Appraisal Form:
www.lehigh.edu/~inhro/forms/forms.html
Tool Kit #4: Management by Objectives Performance Appraisal Form, Created
by Chris Jarvis for the BOLA Project www.bola.biz/appraisal/appform5.html
Tool Kit #5: 360 Degree Performance Appraisal Form www.businessballs.com/
www.chimaeraconsulting.com/sitleader.htm
Make Performance Appraisals Relevant, Winston Oberg
www.unep.org/restrict/pas/paspa.htm
Source: Hermann F. Schwind, Performance Appraisal: the state of the Art, in
Shimon L Dolan and Randall S. Schuler, eds., Personnel and Human Resources
management in Canada, West Publishing, 1987
70
Writing Center - Six Tips for Effective Self-Appraisals, ULiveandLearn.com, Inc

www.uliveandlearn.com/lessons/lesson.cfm?lesid=288&pg=1
Conducting Good Performance Appraisal Meetings www.uscg.mil/hq/g-w/g-wt/gwtl/news/fall99/conduct.htm
Tool Kit #1: A Starting Point: Employee and Manager Surveys
Blue sky Performance Improvement site at www.blue-sky.co.uk/consultancyservices/performance-evaluation.html
Career Planning
Building a Career Development Program by Richard W. Knowdell (Davies-Black
Publishing, 1996)
International Handbook on Management by Objectives by Heinz Weihrich
The Leaders Tool Kit by CY Charney
Free self assessment for determining learning styles :
www.businessballs.com/freematerialsinword/vaklearningstylesquestionnaireselft
est.doc
www.talentsmart.com Traditional Succession Planning
Self-Assessment test: www.cdm.uwaterloo.ca/step1.asp
Strategic Career Management, A Missing Link in Management by Objectives- by
Heinz Weihrich (Harvard Business Review [The Best of HBR]),
www.hbrreprints.org
en.wikipedia.org/wiki/Cultural_literacy - Cultural Studies, -- (Gollnick and Chinn,
1994)
ww.allbusiness.com ; Determining Your Companys Corporate Culture
The Role of Corporate Culture in Change Efforts by Diane Hamilton
LOVEEM ORLOSE EM Getting good People to Stay by Beverly Kaye and Sharon
Jordan-Evans
HBR -One More Time, How Do You Motivate Employees?-by Frederick Herzberg
HBR - Fair Process: Managing in the Knowledge Economy-by W. Chan Kim and
Renee Mauborgne
HBR The Decision to Trust by Robert F. Hurley
HBR Understanding People People by Timothy Butler and James Waldroop
Responsibility and the Power to Please, Delta Hotels Worklife BC
www.worklifebc.ca
C Schwind/Das/Wagar, Canadian Human Resource management, A strategic
Approach, sixth edition, 2002, PP 316-323
CY Charney, The Leaders Tool Kit New York; Amacom2006 p.142
BC Labour market Report (2006, issue 6, volume 8). P5 Youve lost that workin
feelin
Involving Employees in Leadership Development, June 2005 - Robert Rodriguez,
Ph.D. www.wpsmag.com/content/anmviewer.asp?a=216&print=yes
Michael J. Freeman www.sonic.net/~mfreeman/mentor/mentsupp.htm
The Conference Board of Canada
www.conferenceboard.ca/humanresource/mentoring-inside.htm
71
The Value of Mentoring: by Peter Symons, OARBIC

www.insurance-canada.ca/ebusiness/canada/OARBIC-Mentoring-601.php
Office of Human Recourses, University of Minnesota at
www1.umn.edu/ohr/toolkit/development/index.html
Sam Slay and Associates and 357 Solutions, LLC www.samslay.com
www.hrcouncil.ca/training/pg005_e.cfm#methods
Canadian School of Public Service
www.myschool-monecole.gc.ca/corporate/lp_e.html
Athabasca University Human Resources Learning Plan:
www1.athabascau.ca/hr/training/lrn_plan_template.doc
HR Council for the Voluntary/Non-profit Sector
www.hrcouncil.ca/training/pg005_e.cfm#methods
Implementing an Employee Training & Development Program
www.hrcouncil.ca/training/pg005_e.cfm
Succession Planning
Fac-staff.seattleu.edu/gprussia/web/mgt383/HR%20Planning1.ppt
The HR Council for the Voluntary/Non-profit Sector, Succession Planning
www.hrcouncil.ca/hr_overview/pg004_e.cfm#9
The HR Council for the Voluntary/Non-profit Sector, Succession Planning
www.hrcouncil.ca/hr_overview/pg004_e.cfm#9 By Teresa Howe, CHRP January
19, 2004 www.charityvillage.com/cv/research/rhr12.html
New York State Department of Civil Service/Governors Office of Employee
www.cs.state.ny.us/successionplanning/planning/steps.html
Succession Planning: A Tool For Success, by Jana Ritter, Galt Western Personnel
Ltd Website: www.galtglobalreview.com/business/succession.html
The Super Seven Factors for Employee Engagement By Melanie Joy Douglas,
Monster.ca content.monster.ca/9867_en-CA_p1.asp & Top Three Benefits to
Succession Planning: Leadership Tools.com www.leadershiptools.com/succession-planning-tools.html
U.S. Office of Personnel Management, Succession Planning Process
www.opm.gov/hcaaf_resource_center/assets/Lead_tool1.pdf
Exit Management
How to Conduct an Exit Interview. by Susan M. Heathfield,
www.humanresources.about.com
BC Labour Market Report, July 2006 Christian St.Cyr
The HR Answer Book, Shawn Smith, J.D. & Rebecca Mazin, (2004) New York,
N.Y: AMACOM p.96-97
Article Review Boomerangs: The Strategic Process of Rehiring Your Former
Employees. Dr. John Sullivan,
www.ere.net/articles/db/9CDE46749D1E4236A59E7EB0F07A24BD.asp
Management Corner, Want the Real Scoop on Why Youre Losing Employees?
Try Exit Interviews. by Michael Anthony
www.leadtrac.com/management_corner1.htm
72
Acknowledgements
Tactics for Engagement an Employers Toolkit resource for increasing employee
engagement levels in organizations was made possible by the following:
The Career Management Connection Project Team
The outcomes in this report are the result of the combined efforts of the project
participants:
Sherry Halfyard Researcher/Writer
Guillaume Peribere Researcher/Writer
Glenn Calder Administration/Researcher/Writer
Marie Rose Rowland Administrative Assistant
The team did an amazing job, contributing its talents and efforts towards
researching, compiling and writing of this toolkit resource. This group is a first-rate
example of an Engaged Work Team.
The Career Management Connection Advisory Committee Members
ETHOS recruited a community advisory committee to provide guidance and
additional resources for the Career Management Connection project. Committee
members feedback was essential for gaining an employers perspective on the
study issues, and keeping our research and outcomes grounded in the realities of
organizations day-to-day business. We would like to acknowledge the following
committee members:
Mr. Randy Chang, Human Resources Manager of Budget Car & Truck Rentals
(Nanaimo, BC)
Mr. Kirk Larson, General Manager of Costco Wholesale Canada Ltd
(Nanaimo, BC)
Ms. Denise Lloyd, Executive Director of the Career Management Association
of BC (Victoria, BC)
Ms. Lee Mason, Executive Director of the Greater Nanaimo Chamber of
Commerce (Nanaimo, BC)
Mr. Thomas Mayrhofer, General Manager of the Coast Bastion Inn
(Nanaimo, BC)
Mr. Allen Peabody, Store Manager of London Drugs at Port Place
(Nanaimo, BC)
Ms. Laurie Sagle, Human Resources Manager of Tigh-Na-Mara Seaside Spa &
Resort (Parksville, BC)
Service Canada, Nanaimo, BC provided a significant portion of the total funding

for this project through its Job Creation Partnership program.
Thank you to everyone involved!
Glenn Kelso Project Coordinator (ETHOS Career Management Group Ltd., Director
of Strategic Planning and New Initiatives) June 19, 2007
73

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Tactics for Engagement

ETHOS 2007. All Rights Reserved.

TACTICS FOR ENGAGEMENT

The Top Ten Reasons to Foster Employee Engagement

Engagement That Matters

Employee Engagement The Business Case

The Picture of an Engaged Employee

The Herzberg Motivation Theory (two factor theory)

References and Resources

Tactics for Engagement An Introduction

Tactics for Engagement will provide you with a greater understanding of

Top Ten Reasons to

Improving the level of Employee Engagement

Engagement That Matters

A Dichotomous Perspective on Engagement

While rational commitment is important for retention, emotional

Measuring the Impact of Emotional vs. Rational Engagement at the Workplace

See ETHOS Career Management Groups Organizational Career

Employee Engagement The Business Case

passion and commitment of its workforce is largely controlled by the

Engaged employees create the competitive edge in todays economy.

On highly engaged teams:

The Gallup Organization found Employee Engagement to have a profound

Bottom Line Results

The Picture of an Engaged Employee

Say - Frequently refer to

Strive Show initiative

For a more detailed picture, consider the following descriptors:

The Excellent Performer

Has exceptional job skills

Shows proper initiative within bounds

Shows a consistent cooperation

Is reasonably accurate in carrying out

Delivers acceptable work

Generally shows dependability and

The Good Performer

Shows satisfactory attendance

The Poor Performer

Has passably competent skills; may

Shows little initiative, or lacks the

Has poor attendance

"Current thought is that Employee Engagement is a greater indicator of

Measuring Employee Engagement

Employee Engagement Assessment

Leadership Support Assessment

(Source: LGPerformance Tasmania, 2006)

The 10 Cs of Employee Engagement

The Ten Cs of Employee Engagement

Employees need to understand what the organizational goals are, why

o Delta Airport has a formal recognition program in place, offering

Questionnaire as a starting point. Access the free questionnaire at

The key to a healthy workplace is an engaged workforce that is

The Herzberg Two-Factor Motivation Theory

Herzbergs Workplace Motivators and Hygiene Factors

Satisfaction is primarily the result of the Motivator Factors, which

Herzberg states workplace-related factors seldom are motivators. Employees

The Impact of Motivators and Hygiene Factors on Attitude

The Recruitment Process

Engagement in recruiting is a process whereby you market your available

Develop relationships with Schools, Recruiting Agencies and Trade

Referrals Top Employer Quicken Loans, has an aggressive recruiting

Grooming & Presentation