ABSTRACT
Chapter 1 enumerates seven steps to creating employee engagement. Then it advises studying the barriers to employee engagement and identifies five: lack of senior executive buy-in; lack of time and other resources; rampant and out of control egos; inertia or perpetuation of the status quo; and lack of suitable measurement for motivation and engagement. It then considers performance and productivity from a number of angles and formulas: direction, skills, motivation, commitment, value of goals, and probability of success. Finally, it addresses the issue of measurement and shows how this is especially problematic in the people quadrant of organisational life where ambiguity is inherent, contrasting this with the finance, marketing/sales, and operational quadrants where measurement is direct and unambiguous. The true costs of disengaged staff are presented, along with how much more productive an engaged employee is.
