Leadership Development

Motivate & Engage the Workforce

"LSA Global has provided our Employee Engagement Survey for the past 3 years. Their ability to administer the survey, help us sort through complex organizational changes that impact reporting, and provide flexible, customized report formats gives a high level of comfort and confidence in the work. The survey results have helped us identify and take actions to address the concerns of our Gen Y workforce. In all, LSA provides us with great value, and I would highly recommend them.” 
Mike Normant | Senior Director Training & Development | ServiceSource Corporation

Studies show that engaged workers are over 40% more productive than their unengaged counterparts. Yet, a whopping 70% of workforces are at best complacent and at worst actively disengaged. Creating a competitive advantage through people requires both a top down engagement strategy and a bottom up approach to motivating individuals.

A recent study of over 1,200 employees across 12 US-based companies found that 45% of employee engagement is accounted for strictly by management practices. Another 15% is influenced by managing organizational systems.

Most companies have just scratched the surface of the benefits that Employee Engagement can have on their bottom line. Employee engagement should be viewed as a strategic tool for optimizing workforce contribution.  To be effective, it should be considered in all aspects of leading and managing within an organization. Our approach to Employee Engagement programs has four key components:

1. Identify Employee Engagement’s Role in Your Business Strategy. The role should be a central focus in the design, execution, and measurement of your business plan.
    
2. Focus on Implementation First, Then the Survey. Ensure that you can proactively implement solutions that have a track record for increasing engagement based upon the survey results. Too often companies jump first to selecting “the right engagement survey” without thinking through the information that they will need to take specific actions to improve employee engagement.
    
3. Use an Engagement Survey that Provides Strategic Insight and Enables Immediate Action. While they may be good for a consultant's bottom line, standardized or abbreviated engagement surveys typically provide leaders less than half the information needed to make decisions and take action. The key is to use a customized survey that is action-driven rather than curiosity-driven.
    
4. Make an Employee Engagement Index a Key Performance Indicator. Your engagement index is the equivalent of your company’s market capitalization for your employees, and it should used to evaluate all human capital programs.

Creating a motivating environment for individuals and teams is as important as having a viable strategy, vision, and implementation plan. To create this type of environment, leaders must use a motivation framework that effectively:

• Uses both intrinsic and extrinsic motivators
• Distinguishes between short and long-term consequences of motivational approaches
• Recognizes factors that support or undermine motivation
• Applies tools, tactics, and strategies that create long-term intrinsic motivation
• Supports their culture

Representative leadership development, motivation and employee engagement programs are listed below:

1. New Employee Orientation On-Boarding


2. Leading for Employee Engagement


3. Employee Engagement and Satisfaction


 

Please contact us to learn how our leadership development programs have helped leading organizations create a strategic advantage.

Get employee engagement case studies.