Re-Engage: How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

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McGraw Hill Professional, Feb 22, 2010 - Business & Economics - 368 pages
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WHY SHOULD I WORRY ABOUT KEEPING WORKERS HAPPY IN A TIME OF RISING UNEMPLOYMENT?

Because you can't afford not to. In an eye-opening survey of 10,000 employers in 43 states, the Best Places to Work are not only the most engaging work environments for employees—they are also the most efficient, productive, and successful. Even in the toughest economic times.

WHAT SEPARATES THE "BEST" FROM THE REST?

These companies understand and utilize the six "universal drivers" of employee engagement:

  1. Caring, Competent, and Engaging Senior Leaders
  2. Effective Managers Who Keep Employees Aligned and Engaged
  3. Effective Teamwork at All Levels
  4. Job Enrichment and Professional Growth
  5. Valuing Employee Contributions
  6. Concern for Employee Well-Being

HOW CAN I GET THE "BEST" FROM MY EMPLOYEES, MY COMPANY, AND MYSELF?

Simple. Re-engage them.

Praise for Re-Engage

"Authors Leigh Branham, SPHR, and Mark Hirschfeld delve into how the best places to work keep employees at all levels engaged and productive, and offer lessons on how to revitalize your own employees’ engagement."
—SHRM/HR Magazine

 

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“Best places to work” lists might seem like vestiges of another, more prosperous age. Do employers still have to worry about employee satisfaction in hard economic times? Yes, they do, say human resources experts Leigh Branham and Mark Hirschfeld. They argue that, since the economic meltdown of 2008, keeping your employees engaged is more important than ever. Using vivid real-world examples, employees’ comments and compelling data, Branham and Hirschfeld demonstrate how your company can join the list of elite employers. In fact, they may provide a bit too much information; their book features so many lists of possible tactics that readers may feel overwhelmed at times. Still, getAbstract is confident that the book provides solid information for senior managers and HR professionals. In short, Branham and Hirschfeld ably demonstrate how, when times get tough, the best keep going.
More about this book:
http://www.getabstract.com/en/summary/leadership-and-management/re-engage/15190/
 

Selected pages

Contents

Employee Engagement The Key to Building a Best Place to Work
C-1
Crosswind Factors Why Its Harder Than Ever to Build a Winning Workplace
C-23
What Separates the Best from the Rest? Six Universal Engagement Drivers
C-49
Steering the Ship and Inspiring the Crew Trust and Confidence in Senior Leaders
C-65
The Real Job of Managers Keeping Employees Aligned and Engaged
C-105
The Power of We to Magnify Engagement Building Team Effectiveness
C-143
Job Enrichment and Professional Growth The Present and Future Driver
C-181
The NeverEnding Source of Engagement Valuing Employee Contributions
C-219
Employee WellBeing The Ultimate Benefit
C-249
SelfEngagement The Employee Side of the Equation
C-287
Becoming a More Engaged Workplace
C-317
Notes
C-339
Index
C-345
Copyright

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About the author (2010)

Leigh Branham, SPHR, is Founder and Principal of Keeping the People, Inc., a talent management consulting firm that helps organizations analyze root causes of turnover and employee disengagement, then develop and implement employer-of-choice strategies. His previous experience includes serving as Leader of Talent Management for Right Management Consultants. Branham is the author of The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It's Too Late (AMACOM, 2005), was based on post-exit surveys of employees in 17 industries conducted from 1998 through 2003. Selected by businessbookreview.com and The Library Journal as one of the top 30 business books of the year, it was released in audio form by Executive Soundview.

Mark Hirschfeld (Omaha, NE) is Principal of SilverStone Group Management consultants and has written numerous articles.

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