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Select courses offer Leadership (PDU-L), Strategic (PDU-S) and Technical PMI professional development units that vary according to certification. Technical PDUs are available in the following types: ACP, PBA, PfMP, PMP/PgMP, RMP, and SP.
This course can be tailored to your needs for private, onsite delivery at your location.
*Please note this class is delivered as 2-day course in a private setting.
While everyone is talking about the emplyee engagement crisis, few people are offering answers. The number one cause of lost productivity and lost opportunity at most organizations is lack of employee engagement. This hard-hitting, information packed employee engagement training course developed by ASPE’s Senior Leadership Consultant David Snyder does what few courses on the market do:
- It shows you specifically what you must do in order to get your employees engaged.
- Study after study shows that employee disengagement remains stagnant at about 70 percent. That is to say, only 30 percent of employees are engaged in their jobs, and about 16 percent are actively disengagement.
Engaged basically means employees are happy at work and show up ready to make a contribution.
Not engaged means they are asleep at their desks.
Actively disengaged basically means they are so miserable they are trying to find ways to sabotage your company or its projects.
- Upcoming Dates and Locations
Guaranteed To Run
- Course Outline
Step 1: Invitation to the Dance
Implementing any new process to improve employee engagement is by its very nature a “change management” initiative. The biggest mistake that any company ever makes with any change management initiative is in not asking for employee feedback on the initiative before the change is made. Therefore it is critical that two things happen before a new employee engagement program is rolled out:
A. You must hold departmental or company-wide meetings to tell employees that you want to improve engagement.
B. You must tell that you will be seeking their feedback as to how the company can improve engagement. Then you must survey them to get their ideas on what they want to see changed—and why.
In this survey and in all of your conversations, you must stress that you don’t want to just find out if your employees are engaged, but that you want to find out what it will take to make them more engaged.
In preparation for this introduction, ASPE will provide participants access to a brief proprietary survey that will help participants understand the root causes of disengagement.
Practice Sessions – Review and discussion of preliminary survey EngagementView Survey Results—where are you and your organization now?
Step 2. “Best Practices for Improving Employee Engagement”: A Case for Invention and Teamwork
Because there are currently no “best practices” in training for Engagement, we are starting from scratch at virtually every organization. That is to say, Employee Engagement at your organization is time for Communication, Invention and Collaboration. In the first phase, we will use a series of worksheets to conduct group exercises on the following Questions.
First Exercises for Group Discussion and White Boarding
- Definitions of Engagement
- What does it mean to be “disengaged?”
- How do you spot “disengagement?”
- For those employees who are engaged, why are they engaged?
- For those employees who aren’t engaged, what is the problem?
Practice Sessions – We will conclude this section with information on how to both plan for resistance at any new initiatives and have had plan in place to overcome them.
Step 3: Decoding Business Drivers
Any successful “employee engagement improvement” plan should go hand in hand with succession planning efforts. That is, all successful engagement improvement and succession planning programs overlap in the following areas:
A. Documenting traits and skills needed not only for “critical roles” but for all roles.
B. Assessing the training and mentoring people need to achieve their potential in those roles.
C. Clearly explaining how each role ties to business drivers and giving training where it is necessary to improve individual impact on business drivers.
On the worksheets attached to the second part of day two we will examine:
- Current Roles & Responsibilities of key positions within the organization
- How those roles impact business drivers
- How the culture of the company encourages or discourages new ideas from those in critical roles
- What the company needs to do to promote and foster the communication of new ideas
Practice Sessions – We will conclude with practice sessions on how managers can more openly discuss the following topics:
1. What team members feel they are best at and most passionate about
2. How those talents and skills can be put to better use
3. How those talents and skills are tied to business drivers
4. How managers and team members can improve lines of communication on areas of training, development and coaching that are needed to increase the level of individual impact on business drivers.
- Who should attend
The Intensive Employee Engagement Boot Camp course has been designed to help all managers learn reliable processes, skills and methods to increase organizational engagement. The methodology requires all participants to honestly and openly discuss barriers to engagement—along with solutions.
It is recommended that manager bring at least one to three “high performing” team members to the training who can help explain barriers to employee engagement from the direct report’s point of view. It is crucial that impediments to open communication between leaders, managers and team members be addressed frankly, and addressed accordingly with a group consensus on improvement action plans and next steps.