Review from Charity Village Website
High turnover rates, a lack of succession planning, a looming shortage of skilled workers - this is the new workplace reality. The downsizing and restructuring trends of the 80s and 90s are making way for a new environment in which employees are valued, supported, and even courted in exchange for their loyalty. Executives and managers can no longer afford to treat their employees simply as a commodity. According to Dr. Tim Rutledge, a veteran human resources development practitioner, organizations must foster employee engagement if they hope to retain their top performers.
Rutledge defines engaged employees as those who are attracted to, committed to, and fascinated with their work. Nonprofits may think they are ahead of the game since many of their employees are very committed to their organization's cause. Of course, the high turnover rates documented in the voluntary sector prove that commitment alone is not enough. In part one of Getting Engaged: The New Workplace Loyalty, the author makes the case for engagement, pointing out that executives and managers must themselves be engaged if they are to inspire loyalty in their staff. And this is true of any workplace, no matter what size or scope. Part two outlines the steps that organizations can take to make it easier for managers to spread engagement (macro-engagement), and what engaged managers can do to foster engagement among employees (micro-engagement). The last chapter of the book focuses on listening and coaching, essential skills if engagement is to blossom. Each section also includes questions to help managers understand and reflect on their own situation in terms of employee engagement.
Improving employee retention rates and creating a positive work environment are so important in the nonprofit sector that anyone in a management role would be remiss not to consider the tenets that Rutledge puts forth in his book. It also serves as a great guide for employees who want to get more out of their work experience but don't quite know what's missing or what needs to change. In a straightforward and easy to read style, Rutledge illuminates key managerial concepts that will help managers and employees alike understand what it means to be engaged and how to strive for that engagement. The result will be a ripple effect that reaches far beyond employee satisfaction.
by Jay Robb, Hamilton Spectator
Engage employees in their work Hold the social club and instead build passion by training and standing up for workers [Final Edition]
When they're not busy manufacturing fun, they're dreaming up half-baked ways to boost morale. Let's commit random acts of kindness. Let's give out "hugs in a mug" coffee vouchers. Let's make everyone wear one-size-fits-all T-shirts silk-screened with "you're special too."
"There are plenty of opportunities for employees to be engaged in activities that are part of company life but not part of company work," says author [Tim Rutledge]. "When these events occur, how often is it the same people who organize them? Are they as engaged in their work as they are in these events? Just asking."
Instead of sanctioning an out-of-control glee club, Rutledge recommends supporting managers to be integrals and creating the right climate conditions. This means communicating an inspiring big picture, implementing flexible work arrangements, promoting individual learning, differentiating performances, banishing command and control, accepting that employees will leave and freeing managers to manage.
Reproduced with permission of the copyright owner. Further reproduction or distribution is prohibited without permission.