Employee engagement initiatives are central components of most organizations’ talent management strategies. There is strong evidence linking engagement to performance, but overall levels of workplace engagement still hover near 30% suggesting disconnects between goals and interventions. HR practitioners cite challenges in understanding the most important drivers of engagement, getting buy-in from managers and the employees themselves, and acting on the results of engagement surveys in ways that bring about effective and lasting change.
This keynote presentation unveils new, original research from HCI and motivationWorks. We surveyed several hundred organizations about the current state of employee engagement initiatives and how they are defined, evaluated, and used to improve the employee experience at work. We look specifically at the promise of behavioral science, and most notably Self-Determination Theory, as a model for empowering engagement, performance, and well-being in corporate cultures.
You will learn:
- Ways to overcome common challenges with engagement initiatives
- The importance of an evidence-based framework for effectively measuring key dimensions of the employee experience and tailoring meaningful and prescriptive actions that affect real change.
- What high-performing organizations do differently to approach employee engagement and drive sustainable behavior change
- How to best integrate engagement strategy with overall talent strategy and culture-building
- Evidence-based framework for effectively measuring key dimensions of the employee experience
- Self-Determination Theory, as a model for empowering engagement, performance, and well-being in corporate cultures