Embracing Entrepreneurial Thinking for Greater Employee Engagement


Are Millennials the most entrepreneurial generation ever? The jury’s still out, but one thing’s for sure: The Millennial generation’s interest and desire for entrepreneurial opportunities, along with an increasingly disruptive and fast-paced business climate, have sparked new conversations in organizations of all sizes about the importance of an entrepreneurial mindset.

All this attention focused on the need for employees to be more entrepreneurial echoes a lot of what we’ve heard for years about the importance of innovation. It plays out in a similar way, too. Executives say they want it. They recognize the benefits to the business. They talk about it in meetings. They put it in the values. They make it part of the employee value proposition. And then…not much changes.

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Employee Engagement Hinges on “Thinking Managers”


When it comes to bridging the engagement gap, are your managers part of the problem or part of the solution?

If you weren’t able to attend Ann Herrmann-Nehdi’s recent HRDQ-U webinar, “Developing ‘Thinking Managers’ to Bridge the Engagement Gap,” here’s a taste of what you missed:

  • Survey after survey shows that a large portion of the workforce is either only partially engaged or totally disengaged.
  • US businesses lose $11 billion annually as a result of employee turnover.
  • Managers account for as much as 70% of variance in employee engagement scores.
  • Everyone processes information differently based on how they prefer to think, and these preferences affect what will engage them, what will frustrate them, how they prefer to get work done, and what kinds of work will inspire them to give it their all.

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Employee Engagement and Retention: What You Don’t Know Could Cost You


The “shocking” to “disturbing” headlines about employee engagement are almost routine these days. Study after study turns up numbers in the range of 70 to 80 percent of the workforce that’s either not fully engaged or actively disengaged at work, costing companies billions in annual turnover.

It’s not that executives aren’t throwing money at the problem. In fact, by some estimates, companies are collectively investing upwards of $1.5 billion a year into trying to turn it around, without much to show for it in return.

But there have been a few positive signs beginning to emerge. Modern Survey’s Fall 2014 Employee Engagement Index showed engagement levels are beginning to inch up, while disengagement is at its lowest point since the study began.

Sounds good, right? Well, keep reading.

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