Allstate Engagement Plan

Intro: Here I'll site the numbers on employee engagement and how it's costly to employers. Introducing Brandon, I'll go over ways to identify key problem areas within the workplace. Next I'll unpack actionable items (with Brandon's expertise), using health benefits as a catalyst to boost employee engagement.

“Employee engagement” concept has been found in all organizations in present scenario and it plays a vital role in organization performance. Employee engagement is the mode by which an organization can develop a strong relationship between the organization and its employees. Employees should fully

Inferences about program success based on Manager Program Selections- It may have had a negative impact if there weren’t enough participants in the program. However, I believe there was some bias for the Managers selecting one program over the others. Even though we are empowering the Managers to make decisions for their location, we are not empowering the employees themselves as they were not involved with the Managers to make the decision as a team. In addition, Program I is not really a program, but an election to not participate as they were conducting business as usual.

To what extent is there employee engagement in your organisation, or an organisation of your choice?

Employee engagement and motivation can be increased by providing clear line of sight, providing right job knowledge with required resources, supportive supervision, incentives and rewards.

Employee Engagement: It’s a known perception that an engaged workforce provides many intangible benefits that is linked directly to retention. HR policies should focus on employee engagement initiatives that stimulate motivation levels of employees to perform better and bond with organisation. This process should be initiated right from induction and continue throughout their tenure by opening channels of continuous communication and encouraging interpersonal relations. HR is responsible to incorporate methods to measure engagement and at regular intervals track engagement contribution to company’s success.

In the first article, the president of PRSA Torod Nepture discussed the road to diversity. When speaking on the topic, he expresses his passion to help talented practitioners who are entering the field. He also stated that during his time as president, he has developed a passion to expand to advocate for important causes. When asked about what he’d like to accomplish during his first year, he mentioned goals for he has for his Verizon team. Nepture believe that focusing on fewer things can lead to have a greater impact. He mentioned that this approach has been coined “impact at scale.” One of the key points of the interview was the question presented about the next step in professional PR. Nepture believes that this comes down to leadership

Engagement is a sign of satisfaction and loyalty to the firm which can be incurred by increasing job resources

Vorhauser-Smith, S. (2013, August 14). How the best places to work are nailing employee engagement. Retrieved 11 June 2013 from

However, the benefit of knowing what those items were was not provided; only the summary results were given. The specific results of this survey found that manager who had a higher well-being was associated with increased manager engagement, lower manager turnover and increased employee engagement, which led to increased business outcomes. Manager engagement is a key factor influencing employee engagement as suggested in other surveys in this document and is also related to the suggested outcome of the writers report there is a correlation between employee engagement and leading by example.

Successful organizations demand satisfied employees. Figure 1 below shows a theoretical one-way linkage chain called the "Engagement-Profit Chain." This chain directly shows how active employee engagement leads to good service which ensures that customers will to continue coming back, providing a solid foundation on which the company can grow. As employee effort is indeed discretionary, it has been observed that higher levels of engagement, or the way management commits itself emotionally to employees, pushes a higher level of discretionary effort (Kruse, 2014). It is not by chance that

Many times throughout my career, I have asked “How do I enforce and sustain a correction/ change in behavior?” and “How do I get my employees engaged?” For someone in my position who has already accomplished so much (yet compared to some – so little) - being a parent, grandparent, working on a second

Companies that have higher levels of engaged employees have higher earnings per share (EPS) than companies that have lower engagement levels (Kelleher, 2011). Engaged employees are more productive, have higher levels of customer loyalty and help their employers become more profitable. An engaged employee is less likely to leave their current position. This saves their company money because there is no need to spend money to hire and train new personal. These saving can be passed along to the employees for increased wages, bonuses, and benefits. All of these items help in motivating employees, to attempt to engage the disengaged.

In theory, financial incentive, rewarding bonus gets employees more participated, engaged and enhanced productivity and profits but according to the CIPD, employee engagement consists of three different aspect called intellectual engagement, affective engagement and social engagement. Intellectual engagement refers that employees feel good about the organisation and weight up to enhance the task. Affective engagement stands for the optimistic opinion of employees toward the organisation and social engagement is concerned with the employees’ interconnection with

Employee engagement has a huge impact on the motivation of the workforce. It impacts employees’ passion and attitude towards their day-to-day responsibilities. The banking sector employs a significant percentage of workforce. However, various engagement policies have been initiated in the banking sector. The first step has been recognizing the role of immediate supervisor as the key person in driving employee engagement. Banks are also building a value- based culture, talent management strategies, mentorship and training, internal communication and feedback mechanisms and transformative leadership. These strategies infuse a passionate workforce dedicated to the accomplishment of the organization goals. The level of engagement is the banking sector can be considered moderate but has gained momentum and is likely to improve over the years. The primarily limitations of employee engagement are that they do not necessarily guarantee increased productivity, the costs implication are high and employee engagement does not necessarily guarantee employee retention.