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Overview: The psychologist William Kahn first defined the term engagement in 1990 as "the harnessing of organization members' selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances." He wanted to find out the degree to which people "occupy" job roles. He used the terms "personal engagement" and personal disengagement" to represent both ends of a continuum. On the 'personal engagement' end, people fully occupy themselves - physically, intellectually and emotionally - in their job role. At the 'personal disengagement' end, they decouple themselves and withdraw from the job role.

Engagement followed on the heels of a host of other concepts ranging from employee morale, work ethic, productivity, job satisfaction, and commitment, to name just a few. Many definitions and approaches to engagement have followed but many are proprietary - that is, companies wishing to capitalize on the popularity of engagement to sell their services will offer their own definitions. Thus, definitions vary and are still problematic.

We know, however, that organizations are really only as good as their employees. We often talk of a company as if it were a person. But, by itself, it doesn't produce a product or a service; it doesn't create ideas, or give a service. It isn't efficient how do we or productive on its own. It's people that cause all of these to happen. But, is it important to know that people are effective? Is it important to know whether or not people are OR ARE NOT contributing? That is…engaged, or disengaged? And why does it matter?

Measuring employee engagement is fairly easy. In fact, measuring is basically a "no brainer." The real test is what companies do with the results of the measures. Surprisingly few companies take serious action on the data they collect. Or, if they do, conduct any kind of analysis of the effects of their actions, i.e. ROI. We will explore some reasons for this and look at some ways to resolve this issue.

Why should you attend: Dramatic changes have occurred in the global economy over the past several years and they've had significant effects on the notion of employee engagement.

Yet, top performing companies claim that employee engagement clearly drives business success. They claim that engaged employees are more productive, more profitable, more customer-focused and are more likely to stay. Highly engaged workplaces grow faster, adapt quicker, and innovate more. High performing organizations don't just benefit from employee engagement, they depend on it.

Can engagement really translate into valuable business results for your organization? Can you demonstrate that performance improves as a result of improving engagement? Is there really a return on your investment in engagement efforts?

In this webinar we will begin to answer these questions by looking at the relationships between engagement and performance; at recent efforts to measure engagement and outcomes; and offer some approaches to understanding how to calculate your return on investments in engagement.

Areas Covered in the Session:

• What is engagement?
• The changing nature of engagement: trends
• Is there a business case for engagement?
• The A, B, Cs of Engagement
• Measuring Human Capital Effectiveness
• Engagement, Performance, and Return on Investment

Who Will Benefit:

• Business Unit Leaders
• HR/OD Professionals
• Project Leaders
• Mid- to Senior Level Leaders
• Anyone in a supervisory or Leadership Role
• Anyone interested in learning more about Employee Engagement