Aviation Business Journal Third Quarter 2011 - (Page 18)

Employee Engagement Continued from page 17 ■■ ■■ ■■ Communicate honestly Build relationships Appreciate team dynamics (understand different personalities) ■■ ■■ Here are some additional things leaders can do to motivate and retain engaged employees: ■■ Create a work environment that drives high performance (leaders) ■■ Facilitate engagement through coaching (leaders) ■■ Know the employee’s point of view on job satisfaction and personal success (or make sure their manager is aware of it) (leaders) ■■ Demonstrate your support (leaders) Hold managers accountable for development and results (leaders) Provide career development and training opportunities (leaders) When they feel connected emotionally and socially, engaged employees want their organizations to succeed. A few companies have cracked the code and delivered stellar business performance because of higher engagement and well-executed business strategies. There is a correlation between employee engagement and financial performance that has been publicized in the business press and is increasingly popular as metrics of success in annual reports and in the scorecards tracked in the C-suite. As Pat Hasbrook, Senior Vice President for Human Resources at Experian, explained when asked about proving the ROI of engagement efforts: “We simply accept the premise that an engaged workforce is essential for the success of the company.” Hopefully, organizations in the B&GA industry will come to that same conclusion. * Based on informal conversations during training sessions with ServiceElements, an organizational development company in business and general aviation. All Copyrights ServiceElements International, Inc. 2011-2012 18 Aviation Business Journal | 3rd Quarter 2011 http://www.veteransairlift.org

Table of Contents for the Digital Edition of Aviation Business Journal Third Quarter 2011

Aviation Business Journal Third Quarter 2011

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