Nine out of every 10 workers in the world want to take on challenges, are eager to learn, and ready to put discretionary effort into their jobs. Unfortunately, only two employees in 10 do so. While this discrepancy — a workforce's "engagement gap" — may seem a de facto standard, it doesn't have to be. Employees have shown us how to close the gap, and organizations that act on this input see performance soar.
Imagine an organization where most employees are fully engaged. Not only do they show up, but they consistently do exceptional work. They innovate. They deliver superior customer service. And they go out of their way to help the company manage costs and make a profit. They behave this way not because they're expected to, but because they want to and expect it of themselves.
Effective leaders understand that the most valuable source of competitive advantage is a workforce that consistently and willingly performs its best. But that happens only when people are engaged in their work. So how do you, as a leader, manager or individual employee, help create engagement? How do you close the gap — for yourself and others — between doing what's required and going the distance?
Julie Gebauer and Don Lowman provide a practical road map in this new book.
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Don Lowman and Julie Gebauer discuss Reengaging the Workforce to Get Back to the Future.
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"Closing the Engagement Gap establishes, within a global context across different industries, unique learnings for managers, senior leaders, HR professionals as well as employees."
—Randy MacDonald, senior vice president of human resources, IBM