Seattle, WA (PRWEB) May 21, 2013
The Institute for Corporate Productivity (i4cp), a research organization that focuses on revealing the people practices that drive market performance, has released new research that details how engagement at high-performance organizations is promoted by aligning culture, strategy and performance; all of which work together to drive business results. In fact, high-performance organizations are more than 4.5 times more likely than low-performance organizations (63% vs. 13%) to measure the impact of engagement on revenue growth.
i4cp's new report, Employee Engagement Strategies and Practices, reveals four essential practices that high-performance organizations implement that have a positive impact on overall employee engagement. At these high-performance organizations, engagement is the result of a series of activities that are embedded into every step of the employee life cycle; from portrayal of the employer brand, recruiting, and employee onboarding, to leadership, learning and development, performance management, and rewards and recognition.
A critical element of alignment is a corporate culture that makes employee engagement the responsibility of frontline managers and top leadership rather than an activity wholly owned by human resources. Frontline managers are the linchpin for building and sustaining engagement, which is why one of the best employee engagement practices supported by i4cp research is to include engagement as part of each manager's performance review--high-performance organizations are twice as likely as low-performance organizations (40% vs. 19%) to do this.
In addition to revealing specific actions organizations should take to drive engagement, Employee Engagement Strategies and Practices also includes detailed case studies from Jack in the Box, 3M and Rio Tinto, which offers a behind-the-scenes peek into how these high-performance organizations are actively driving engagement.