The Impact Of Employee Training On Employee Engagement

Employee engagement is today’s leadership priority. However, the catchphrase goes a long way back in the beginning of the 21st century. It has gained interest to this date, which can be credited to Gallup’s first version of the Q12 in the 1990s commonly termed as the Gallup Workplace Audit (Gallup Consulting, 2006). Subsequently, Gallup has continuously refined and expanded their Q12 for current business challenges. Furthermore, several literatures, surveys and evidence-based studies abound that exhibited positive results with employee engagement such as increased performance, safety, retention and profits among others.

In the recent years, employee engagement has increased in importance because the more engaged the employee, the less likely they are to leave an organization (Adkins, 2010). An engaged workforce equates to a company being more profitable and performing better on business outcomes (Adkins, 2010). The author will research how a leader’s communication style affects employee engagement within their organization. This research will help companies determine additional trainings or coaching that leaders can participate in so that employees are as engaged as possible.

An additional factor to be considered is when measuring retention is employee engagement. Employee engagement is the degree to which a worker believes in, or is committed to their work, field, and place of employment (Maslach, C. 2003; Harter, J., et al. 2006). The higher degree to which an employee is engaged, the more likely they are to retain their position.

In health care facilities, can developing and increasing employee engagement increase patient and employee satisfaction?

Good employees are considering to leave our organization due to the deficiency of downward communication from upper management. Therefore, the purpose of the study is to examine how our organization’s deficiency in communication is effecting employee engagement. Then, determine the most efficient communication tool to use to improve employee engagement and lower risks in high attrition and low production. Furthermore, evidence will show that if you invest in town hall meetings or video conferences, you can align your vision with your employees as you improve employee engagement.

Most organizations do not follow-up on the benefits of training as regards staff performance. As a result of this they don’t take training and development as an important factor in organizational growth and survival. Most manages do not know how to assess the return on investment in training, nor are they equipped with the necessary management tools to monitor the decision making process of such investment. It has been discovered that training and development budget is the first cut when the organization is faced with difficulties because most of them are of the opinion that investment in the area of training and development is not linked to the bottom line of the business. Globalization and rapid technological development has changed the conditions for companies and increased competition in the world markets. The quality of a company’s human resources is the key driver for sustained top-level performance. It has become crucial to continually invest in human resource development in order to guarantee success in the global market. As earlier said, managers engage in minimal training thereby not giving quality training to their employees, this in turn affects the overall outcome of the training and the performance of the staff. Most organizations that have a competitive image see more reasons to train their workers than those who are on the lower rung of the ladder of recognition, but training and development is still needed to create a niche. In the light of the above,

Researchers have found only 30% of employees in the United States are actively engaged in the workplace (Gallup 2013). In 2010, data provided by the US Bureau of Labor Statistics (as cited in Moreland, 2013) show more individuals are voluntarily quitting their jobs. With over 70% of US workers disengaged, this topic has arguably prompted an interest that continues to be earnestly pursued by many. As a result, the Gallup Q12 expands the need for additional research based on their finding of employee engagement.

Changing the behavior of an employee can be extremely difficult without using the proper tools that can affect that change. Although you may know the tools, using them properly and at the proper interval can still determine how successful that change will occur. One indicator of good behavior is employee engagement. Generally, an employee who is performing duties outside of their normal job scope is considered to be highly engaged and has is presenting good behavior. As a manager, we must find ways to fully engage our people to ensure the success of each individual and the organization. Understanding the strengths and weaknesses of our employees will help us in capitalizing and exploiting their strengths; engaging them in areas where they can excel, thrive and become an advocate for the organization.

The past decade has seen an explosion of research activity and heightened interest in employee engagement among consultants, organizations, and management scholars. Perhaps this is not so surprising given the many claims that employee engagement is a key factor for an

Employee engagement is the buzzword in any organization. Several articles and studies have highlighted on how to measure and manage engagement. This is an essential area in an organization to draw on because it translates into an organizational success. However, engagement is two-way process: organizations must bring about a design to engage the employee, who in turn has a choice about the level of engagement to offer the employer. Each reinforces the other. An engaged employee comes across a mix of job contentment, organizational commitment, job connection and feelings of empowerment. It is where the concept of synergy comes in, where a creation of a whole is greater than the sum of its parts.

Critical elements that can improve employee engagement will vary by organization and by different leaders. Each person has their own set of tactics that they would use to improve employee engagements. I believe there isn’t an absolute 5 that you must adhere by, but a set of 5 that will be the most beneficial to your leadership style. The 5 elements that can be used to improve employee engagement are building the correct team, creating a shared purpose, editing or defining the culture, focus on each employee’s mountain climb per our book First, Break All the Rules, and impactful motivation.

The Human Capital Management classes and specifically my deeper drive into the topic employee engagement is very timely for the organization that I lead. As a small medical practice with limited resources, conducting employee engagement survey’s is normally beyond the reach of our budget. However, we recently took part in a free survey launched by the local business journal to identify the best places to work in the local community. This survey, conducted by Quantum Workplace, was primarily a measure of the employee engagement level within our company. While it was very encouraging to see that our

The principal purpose of this study is to identify the level of employee engagement in NIMC Imo State. What encourages them to have passion for the job they do and what makes them go extra mile to do their job to the very best of their capability. Specific objectives were then formulated which were to: identify what is employee engagement at NIMC, measure the levels of employee engagement, and what engages the employees and employers. As part of the research strategy, the researcher had to decide which methodology or combinations of methodology were going to be most practical and yield the best results.

​Mark Attridge (2009) in Partnership for workplace mental health conclude that employee engagement is related to key aspects of company performance and is influenced by many aspects of organizational structure and functioning. Employee’s work behavior is often a reflection of the kind of organizational environment where they are working. Also it’s important to improve employee engagement through effective leadership and actions at the organizational level.

Leaders also try to achieve the same quality for their own status, which allows them to pursue greater strength, achieve personal goals and future endeavours. According to a recent study conducted by Psychometrics Canada a pioneer in research assessment, has mentioned in one of its report that employee engagement in the organisation plays a major role in the success of any organisation. Accordingly it says that the best way to increase the relation is by working out a strategy that builds positive environment and culture relations between the workers and ensuring a good leader to fit for the purpose. Leaders in the organisation can try to achieve a better employee engagement by listening to followers opinions, communicating his vision with a clarity, providing and developing strategies and solution for the success, and finally recognising the ability of the followers and praising their contributions. Thisaspect of leadership is displayed by general feedback, generating ideas and possess enthusiastic in requesting for help (Bradley P. Owens, 2013). One example of this leadership quality is described by DAVID J. BOBB(David J B, 2013) in his book saying following servant leadership is very difficult as it is not a natural talent to anyone. He takes the example of George Washington, though considered to be a man of high temper and showing excess pride in his capabilities and qualities during his period as a freedom fighter. As he has foreseen the global position he is getting