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Employee Engagement Boot Camp

1 Day Classroom Session   |  
2 Days Live Online
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This course can be tailored to your needs for private, onsite delivery at your location.

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Professional Credits


ASPE is an IIBA Endorsed Education Provider of business analysis training. Select Project Delivery courses offer IIBA continuing development units (CDU) in accordance with IIBA standards.


NASBA continuing professional education credits (CPE) assist Certified Public Accountants in reaching their continuing education requirements.

This course offers 8.00 NASBA CPEs.


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 offers:
    2.00 PMI Strategic PDUs
    5.00 PMI Leadership PDUs


*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.


Discover the reasons most employees feel lost in their job.
Help employees to analyze their own passions and talents.
Train employees and managers to talk openly about the talents and skills of each team member.
Build a culture of trust where employees can speak up if they feel their talents are being underutilized.
Show managers and employees how to have an ongoing conversation about any training or coaching the employee may need to become a larger contributor to workplace efforts.
Show managers how to discuss the rewards and incentives that go along with high performance.
Create processes to build an environment where everyone is a project manager—whether they have a project management degree or not. Ensure that managers and employees work together on logical, incremental projects as a team.
Create processes, project plans and career maps so employees can see their future at your organization and get excited about it.
Upcoming Dates and Locations
Guaranteed To Run

There aren’t any public sessions currently scheduled for this course, but if you fill out the form below, we can tell you about how we can bring this course to you!

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?

Overcoming Resistance

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

Worksheet Two

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.

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