The Auto Club Group
The Essential Guide to Employee Engagement
Book

The Essential Guide to Employee Engagement

Better Business Performance through Staff Satisfaction

Sarah Cook
Kogan Page, 2008
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Editorial Rating

6

Qualities

  • Background
  • Concrete Examples
  • For Beginners

Recommendation

Businesses have long recognized the importance of cultivating proud, motivated and loyal employees. In fact, organizations that still operate with the mentality that workers should do their jobs and keep their mouths shut are likely to flounder. These days, the old style of management has largely disappeared – but so has the trust that once existed between employer and employee. Job seekers no longer expect to find lifetime positions within one company. Layoffs and cutbacks in a difficult economic environment have generated fear and suspicion among employees. Companies recognize that their long-term viability depends on finding, retaining and motivating good employees. Although she doesn’t break any new ground here, British author Sarah Cook competently explains why every organization should make employee engagement a priority. Cook provides numerous examples of British and American companies that embrace and benefit from employee engagement. getAbstract agrees with her that it’s not too late for companies to change their approach. But the clock is ticking for sure.

Summary

Engage Your Employees

Employee engagement unquestionably yields multiple benefits. Research and statistical data show that organizations that embrace engagement are more productive and profitable, and have more satisfied customers. In addition to having an overall positive attitude about themselves and their organizations, engaged employees:

  • Go out of their way to make customers happy.
  • View change as challenging instead of distasteful and intimidating.
  • Welcome opportunities to learn and grow.
  • Always maintain a sense of perspective, and don’t allow setbacks or mistakes to discourage them.
  • Are willing to try new things even though it may be uncomfortable.

Satisfied employees are not necessarily engaged. They may be skillful, knowledgeable, experienced, loyal, respectful and courteous but, unlike engaged employees, they will not make that extra effort, or go beyond a certain routine to serve clients or customers. Satisfied employees, while content, are not particularly passionate about their organizations, and may consciously disconnect or not offer input because they believe management largely ignores their views.

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About the Author

Sarah Cook is a management development consultant who helps businesses develop their employees’ capabilities and leadership skills.

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