Practical People Engagement

From research into high performers and from his own experience, Patrick Mayfield concludes that many of us leading change have prioritised and focused on the wrong things. Great change leaders understand this. Could their focus and different behaviours be the reason for their achievements? Patrick believes the evidence has been 'hiding in plain sight'. Practical People Engagement provides a better approach as well as a rich source of practices and techniques that help the reader get better results from the change they are trying to lead. As well as challenging conventional perspectives and practices on the 'people thing', Patrick provides a better way, observed in the high performers, identifying seven timeless principles of people engagement. The book considers different perspectives, 'hats', on stakeholders, story-telling as a key vehicle of engagement, how Agile relates to good engagement, the leader's favourite word, and the power of collaboration. The main and final section distills the various practices and techniques into a simple five-step pathway. Whilst writing, Patrick applied the principles and practices in this book to the book itself, collaborating with a large number of specialists in related fields. As a result, 'Practical People Engagement' has now been chosen as the source reference for a new APMG International qualification in Stakeholder Engagement. "Readable, practical and written from a sound research base." Mark Withers, CIPD and Mightywaters Consulting. "Any Agile project needs to put significant effort into the way team members communicate but the most successful of those will also employ many of Patrick's tips to communicate most effectively with all who should be involved." Julia Godwin, DSDM Director. "Overall a great read and broad coverage of the subject." Stephen Jenner, author of 'Managing Benefits'.

From research into high performers and from his own experience, Patrick Mayfield concludes that many of us leading change have prioritised and focused on the wrong things. Great change leaders understand this. Could their focus and different behaviours be the reason for their achievements? Patrick believes the evidence has been 'hiding in plain sight'. Practical People Engagement provides a better approach as well as a rich source of practices and techniques that help the reader get better results from the change they are trying to lead. As well as challenging conventional perspectives and practices on the 'people thing', Patrick provides a better way, observed in the high performers, identifying seven timeless principles of people engagement. The book considers different perspectives, 'hats', on stakeholders, story-telling as a key vehicle of engagement, how Agile relates to good engagement, the leader's favourite word, and the power of collaboration. The main and final section distills the various practices and techniques into a simple five-step pathway. Whilst writing, Patrick applied the principles and practices in this book to the book itself, collaborating with a large number of specialists in related fields. As a result, 'Practical People Engagement' has now been chosen as the source reference for a new APMG International qualification in Stakeholder Engagement. "Readable, practical and written from a sound research base." Mark Withers, CIPD and Mightywaters Consulting. "Any Agile project needs to put significant effort into the way team members communicate but the most successful of those will also employ many of Patrick's tips to communicate most effectively with all who should be involved." Julia Godwin, DSDM Director. "Overall a great read and broad coverage of the subject." Stephen Jenner, author of 'Managing Benefits'.

An engaged employee is someone who feels involved, committed, passionate and empowered and demonstrates those feelings in work behavior. This book explains that a more engaged workforce is really about better performance management. The authors expand the traditional notion of performance management to include building trust, creating conditions of empowerment, managing team learning, and maintaining ongoing straightforward communications about performance, all of which are critical to employee engagement. The "best practices" tools and advice in this book are based on solid research as well as the authors’ experience.

'42Rules of Employee Engagement (2nd Edition)' was born out of need for dcorporations, leaders and managers to engage with employees. Depending on whose research you read, as much as three quarters of the global workforce were not engaged! How long could organizations continue down this path and thrive or survive? As overwhelming as these data seem, Susan Stamm began to recognize the solutions are simple and within our reach. Engagement begins and ends with leaders and their day to day actions. It's the little things that make the big difference: how much information the leaders shares, how they approach important conversations, how much control they need, and how well they listen. An organization can be a best place to work, yet have a team no one wants to work on. The reverse is also true and it is almost always related to the leader. A challenge is that leaders often have blind spots, especially leaders that are struggling with their teams. This book include stories that leaders can relate to and that might open the door for them to consider how their actions appear to others. The best way to use this book is as a conversation starter. Take it to lunch with colleagues and discuss a single rule and the implications for your teams. These rules are actionable; when there is a challenge, there is always a specific action or direction recommended for dealing with it. In addition to the actions offered at the end of each rule, Appendix C provides links to more than two full years of free employee engagement activities and tools. If you want better engagement at your company, you should pick up '42Rules of Employee Engagement (2nd Edition)' today.

This book explores a major media management topic on the basis of case study research conducted in European, US and Brazilian media companies. More specifically, it examines the dynamics of employee engagement, aiming at organizational development through change. The book contemplates the discipline of Media Management through a management lens and focuses on the concept of employee involvement and its value with regard to successfully introducing change and achieving organizational development. It concentrates on providing the necessary information and organizational arrangements from the points of view of media managers and employees and highlights how this involvement can encourage employees to create and innovate. The book is directed towards researchers and students, as well as practitioners/professionals involved with media organizations.

In recent years there has been a weight of evidence suggesting that engagement has a significantly positive impact on productivity, performance and organisational advocacy, as well as individual wellbeing, and a significantly negative impact on intent to quit and absenteeism from the work place. This comprehensive new book is unique as it brings together, for the first time, psychological and critical HRM perspectives on engagement as well as their practical application. Employee Engagement in Theory and Practice will familiarise readers with the concepts and core themes that have been explored in research and their application in a business context via a set of carefully chosen and highly relevant original and case studies, some of which are co-authored by invited practitioners. Written in an accessible manner, this book will be essential reading for scholars in the field, students studying at both undergraduate and postgraduate levels, as well as practitioners interested in finding out more about the theoretical underpinnings of engagement alongside its practical application.

A non-biased, grounded, and practical approach to employee engagement For managers and business leaders who want to enhance performance, this easy-to-use guide to employee management offers real solutions for getting workers engaged and increasing productivity. It explains what employee engagement is, why it matters, what the benefits of it are, what helps and hinders it, how to measure it, how to put theory into action when trying to create it. As an added benefit, it offers plenty of advice on how managers can keep themselves engaged, even during the toughest of times.

Despite employee engagement literature spanning more than three decades, persistent challenges remain, and many seem to be permeating organizations from the outside in. Organizations invested in current structures, adhering to larger cultural ideas and taking cues from other organizations compartmentalize engagement as a people problem and relegate it to a space outside of normal operations. This is the employee engagement dilemma. The US macro-cultural lens focusing on individualism and meritocracy reinforces and confirms this approach and the logic underlying it. These cultural ideas drive scholars and practitioners toward ever closer examination of circumstances within organizational settings, and so the dilemma remains. In the context of the Fourth Industrial Revolution and the Great Resignation, the employee engagement stakes have never been higher, especially for organizations with remote workforces. In A Creative Approach to the Employee Engagement Dilemma: Larger Cultural Influences and New Theoretical Insights, Fisher employs a symbolic interactionist lens and other theoretical tools to interrogate the current trajectory and make visible foundational cultural assumptions operating in and influencing organizations from the outside that delimit our thinking about and undermine engagement before it even begins. Equipped with these larger cultural insights, Fisher then revisits the engagement literature and broader scholarly offerings to pull in novel insights, applied research solutions, and new directions for future studies.