Employee Engagement Presentation

1

Employee Employee EngagemeEngageme

ntntDon BarkmanDon Barkman

The Business CenterThe Business CenterOak Ridge, TNOak Ridge, TN

www.bizcenter.comwww.bizcenter.com

2The Business Center

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ObjectivesObjectives

Acquaint you with:Acquaint you with: What employee engagement is.What employee engagement is. It’s relationship to business results.It’s relationship to business results. How it is practiced.How it is practiced. How it is measured.How it is measured.

Gain some personal insight about Gain some personal insight about your organization’s engagement your organization’s engagement practices and level.practices and level.


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AgendaAgenda Definition of engagement.Definition of engagement. Introduction and history.Introduction and history. Simple statistics.Simple statistics. Correlation and causality.Correlation and causality. Engagement spectrum.Engagement spectrum. Levels of engagement described.Levels of engagement described. Engagement survey.Engagement survey. 8 Engagement factors.8 Engagement factors. Approaches to engagement & common practices.Approaches to engagement & common practices. Surveys.Surveys.


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What is Engagement?What is Engagement?

If you had to write a definition of If you had to write a definition of engagement in 25 words or less, what engagement in 25 words or less, what would it be?would it be?

Write it now.Write it now. You have 100 seconds.You have 100 seconds. Share it with the person to your right.Share it with the person to your right.

You are now engaged with our topic!You are now engaged with our topic!


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DefinitionsDefinitionsThere Are ManyThere Are Many

““The harnessing of organization members’ The harnessing of organization members’ selves to their work roles; in engagement, selves to their work roles; in engagement, people employ and express themselves people employ and express themselves physically, cognitively, and emotionally physically, cognitively, and emotionally during role performances.”during role performances.” Kahn 1990Kahn 1990


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DefinitionsDefinitionsThere Are ManyThere Are Many

““Consistently doing what is required to Consistently doing what is required to make the organization a success.”make the organization a success.” Barkman Barkman 20122012

It’s about being engaged with It’s about being engaged with your workyour work and the and the total success of the enterprisetotal success of the enterprise..

It’s not just more effort, it’s better effort.

It’s willingly doing the right thing well.


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HistoryHistory ““Engagement” by any other name ...Engagement” by any other name ...

is “motivation.”is “motivation.” 1950’s1950’s

Emery and Trist – Socio-technical systems. Emery and Trist – Socio-technical systems. 19501950

McClelland – Achievement motivation. McClelland – Achievement motivation. 19531953

Maslow – Need hierarchy – 5 levels. Maslow – Need hierarchy – 5 levels. 19541954

1960’s1960’s McGregor – Theory X and Theory Y. McGregor – Theory X and Theory Y. 19601960

Hertzberg – Motivators and dissatisfiers. Hertzberg – Motivators and dissatisfiers. 19681968

Hackman and Oldham – Work redesign. Hackman and Oldham – Work redesign. 19801980

Pink – Purpose, mastery, autonomy. Pink – Purpose, mastery, autonomy. 20092009


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How about Us?How about Us?

What percentage of your workforce is:What percentage of your workforce is: EngagedEngaged – employees feel a strong connection to – employees feel a strong connection to

the organization and work with passion to the organization and work with passion to innovate and improve.innovate and improve.

Not EngagedNot Engaged – employees do the work expected – employees do the work expected of them; they put in time, but do not put in extra of them; they put in time, but do not put in extra effort; some are described as “checked out.”effort; some are described as “checked out.”

Actively DisengagedActively Disengaged – employees aren’t just – employees aren’t just unhappy, they are spreading their unhappiness to unhappy, they are spreading their unhappiness to coworkers and undermining their work.coworkers and undermining their work.

Take 15 seconds to list your three Take 15 seconds to list your three percentages.percentages.


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Engagement ResultsEngagement Results

Gallup Statistics – Engagement and good Gallup Statistics – Engagement and good results are correlated.results are correlated.

EngagedEngaged 33%33% 67%67%

Not Not EngagedEngaged 49%49% 26%26%

ActivelyActively DisengagDisengag

eded18%18% 7%7%

AverageAverage World World ClassClass


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Do Statistics Lie?Do Statistics Lie?

Of course not! But ...Of course not! But ... Firms who survey engagement Firms who survey engagement andand

provide consulting service to improve provide consulting service to improve engagement have an incentive to suggest engagement have an incentive to suggest engagement levels are suboptimal.engagement levels are suboptimal.

One way to do that is to define “normal” One way to do that is to define “normal” effort as being “not engaged” while only effort as being “not engaged” while only superior effort qualifies for “engaged.”superior effort qualifies for “engaged.”

““A ‘fully engaged’ employee, by our definition, is one A ‘fully engaged’ employee, by our definition, is one who can answer all the questions in the Gallup Q 12 who can answer all the questions in the Gallup Q 12 with a strong affirmative.”with a strong affirmative.”


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Engagement = Business Engagement = Business Results ? Results ?

a Correlation Quiza Correlation Quiz Fact:Fact: Higher engagement levels Higher engagement levels

correlate with better business results.correlate with better business results. ConclusionConclusion: (Pick one) : (Pick one)

A. More engaged employees produce A. More engaged employees produce better results.better results.

B. A better performing business causes B. A better performing business causes employees to become more engaged with employees to become more engaged with it.it.

C. Cause and effect are not proven by this C. Cause and effect are not proven by this correlation.correlation.Birth rates in Europe are directly correlated with the

stork population.


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Does Engagement Does Engagement Matter?Matter?

Engagement can influence personal Engagement can influence personal behavior.behavior.

Business results are influenced by Business results are influenced by personal behavior and other factors.personal behavior and other factors.Personal

Behavior

Absenteeism

Turnover

Safety

Customer Treatment

Quality / Output

Creativity /Innovation

Level

of

Engagement

Business Results

Market Share

Profitability

ROI, ROA, ROE

Stock Price

Technology

Competition

Economy

Technology

Competition

Economy

Business Results

Market Share

Profitability

ROI, ROA, ROE

Stock Price

Technology

Competition

Economy


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AgendaAgenda Definition of engagement.Definition of engagement. Introduction and history.Introduction and history. Simple statistics.Simple statistics. Correlation and causality.Correlation and causality. Engagement spectrum.Engagement spectrum. Levels of engagement described.Levels of engagement described. Engagement survey.Engagement survey. 8 Engagement factors.8 Engagement factors. Approaches to engagement & common practices.Approaches to engagement & common practices. Surveys.Surveys.


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Engagement and PaceEngagement and Pace

Everyone has a work pace.Everyone has a work pace. IntenseIntense NormalNormal SlowSlow

Example: Run / jog / walk / amble / rest.Example: Run / jog / walk / amble / rest. The majority operate at normal and step The majority operate at normal and step

up to intense when required. A few are up to intense when required. A few are always intense or slow.always intense or slow.

It is fatiguing to work intensely all the It is fatiguing to work intensely all the time, but normal is sustainable indefinitely.time, but normal is sustainable indefinitely.


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Employees’ Inclination to Employees’ Inclination to EngageEngage

Newton’s laws of Engagement:Newton’s laws of Engagement: Employees are naturally more, or less Employees are naturally more, or less

engaged unless acted upon by the engaged unless acted upon by the organization.organization.

Natural inclinations to engagement:Natural inclinations to engagement: Self-engaging – in their DNA.Self-engaging – in their DNA. Engageable – motivated by what surrounds Engageable – motivated by what surrounds

them.them. Resistant – disinclined to respond, Resistant – disinclined to respond,

regardless.regardless.


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Engagement SpectrumEngagement Spectrum

Four degrees of engagement along a Four degrees of engagement along a spectrum.spectrum.

Zone of discretionary effort.Zone of discretionary effort. Firing line.Firing line. Highly

Engaged

Normally Engaged

Disengaged

Marginally Engaged

Firing Line

Zone of Discretionary Effort


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Inclinations Along the Inclinations Along the SpectrumSpectrum

Highly Engaged

Normally Engaged

Disengaged

Marginally Engaged

Firing Line

Zone of Discretionary Effort

Resistant

Engageable

Self-Engaging

3 Inclination

s

Engagement Spectrum


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Highly Engaged GemsHighly Engaged GemsWhy isn’t everyone like this?Why isn’t everyone like this?

Work extra hours or days.Work extra hours or days. Make suggestions for improvements.Make suggestions for improvements. Reach out to willingly help others.Reach out to willingly help others. Go beyond the rules to help customers.Go beyond the rules to help customers. Solve problems instead of passing them on.Solve problems instead of passing them on. Stick up for the organization.Stick up for the organization. Promote harmony.Promote harmony. Take a leadership role in activities.Take a leadership role in activities. Seek opportunities for growth and Seek opportunities for growth and

performance.performance.

“Whatever it takes!”


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Normally Engaged WorkersNormally Engaged WorkersThe DependablesThe Dependables

Come to work every day.Come to work every day. Come to work on time.Come to work on time. Stay all day.Stay all day. Remain at the job.Remain at the job. Refrain from distractions: internet, Refrain from distractions: internet,

socializing.socializing. Refrain from personal business, calls, texts.Refrain from personal business, calls, texts. Finish tasks correctly and on time.Finish tasks correctly and on time. Treat others with respect.Treat others with respect. Follow the rules.Follow the rules.

“A fair day’s workfor a fair day’s

pay”


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The Marginally Engaged & the The Marginally Engaged & the DisengagedDisengaged

The Living Dead in the WorkplaceThe Living Dead in the Workplace

Miss work or cut hours short.Miss work or cut hours short. Find ways to avoid work. Give work to others.Find ways to avoid work. Give work to others. Say “It’s not my job.”Say “It’s not my job.” Hide behind the rules.Hide behind the rules. Bad mouth the organization and others.Bad mouth the organization and others. Use work time for personal items.Use work time for personal items. Produce marginal quality or output of work.Produce marginal quality or output of work. Do just enough not to get fired. Do just enough not to get fired. Look for another job.Look for another job. Sabotage work processes.Sabotage work processes.

““Loafing or Loafing or leaving.”leaving.”


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An Engagement SurveyAn Engagement Survey

Compared to how well you could perform Compared to how well you could perform at work, how much are you really at work, how much are you really exerting yourself?exerting yourself?

5 = Using greater than 85% of my potential5 = Using greater than 85% of my potential

4 = 70 – 84% 4 = 70 – 84%

3 = 55 – 69 %3 = 55 – 69 %

2 = 40 - 54% 2 = 40 - 54%

1 = less than 40% of my potential1 = less than 40% of my potential

Poll : Show of hands.Poll : Show of hands.


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AgendaAgenda Definition of engagement.Definition of engagement. Introduction and history.Introduction and history. Simple statistics.Simple statistics. Correlation and causality.Correlation and causality. Engagement spectrum.Engagement spectrum. Levels of engagement described.Levels of engagement described. Engagement survey.Engagement survey. 8 Engagement factors.8 Engagement factors. Approaches to engagement & common Approaches to engagement & common

practices.practices. Surveys.Surveys.


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Engagement FactorsEngagement Factors

Different people respond to different Different people respond to different sources of engagement.sources of engagement.

Must manage many factors to produce Must manage many factors to produce a total environment of engagement.a total environment of engagement.

Managing for engagement can also Managing for engagement can also create an attractive and satisfying create an attractive and satisfying workplace.workplace.

All 8 factors may not have equal effects All 8 factors may not have equal effects on business results.on business results.


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Let’s investigate 8 factors that engage Let’s investigate 8 factors that engage the workforce.the workforce.

1.1. Circumstances.Circumstances.

2.2. Company image and successCompany image and success

3.3. Physical work environment.Physical work environment.

4.4. Reward and recognition practices.Reward and recognition practices.

5.5. Relationships with others.Relationships with others.

6.6. The social-intellectual work environment.The social-intellectual work environment.

7.7. Nature of the work.Nature of the work.

8.8. Self.Self.


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Engagement FactorsEngagement Factors 1. Circumstances1. Circumstances

The chance to be a leading organization.The chance to be a leading organization. The need to survive.The need to survive.

Even a lazy crew will save a sinking ship.Even a lazy crew will save a sinking ship. 2. Company Image and Success.2. Company Image and Success.

Working for a winning organization that is Working for a winning organization that is respected in the industry and community respected in the industry and community fosters engagement.fosters engagement.

““Staying on top” or “getting on top” brings Staying on top” or “getting on top” brings out better effort.out better effort.

Avis: “We try harder!”Avis: “We try harder!”


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3. Physical Work Environment.3. Physical Work Environment. Reflects the organization’s concern for Reflects the organization’s concern for

its people.its people. A basic “quid pro quo.”A basic “quid pro quo.”

4. Reward and Recognition Practices4. Reward and Recognition Practices Size / Frequency / Source / Attainability Size / Frequency / Source / Attainability

/ Predictability / Relationship to effort./ Predictability / Relationship to effort. Annual “merit” increase vs. monthly sales Annual “merit” increase vs. monthly sales

bonus.bonus.


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5. Relationships with Others.5. Relationships with Others. Most people are social animals, but not Most people are social animals, but not

all are.all are. A culture where coworkers expect A culture where coworkers expect

engagement.engagement. Camaraderie with coworkers – team Camaraderie with coworkers – team

spirit.spirit. Supervisor relationships are crucial.Supervisor relationships are crucial.


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6. Social-intellectual Work Environment.6. Social-intellectual Work Environment. Vision / mission / goals / measures / feedback.Vision / mission / goals / measures / feedback. Focus on achievement and improvement in the Focus on achievement and improvement in the

culture.culture. Introduction and indoctrination.Introduction and indoctrination. Opportunity for growth + training and development.Opportunity for growth + training and development. Information sharing and seeking.Information sharing and seeking. Personal contact with supervisor and top leaders.Personal contact with supervisor and top leaders. Participation in shaping work and org. practices.Participation in shaping work and org. practices. Surveys / focus groups / feedback / follow-thru.Surveys / focus groups / feedback / follow-thru. Individual attention and fairness.Individual attention and fairness.


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7. Nature of the Work.7. Nature of the Work. Purpose, mastery, autonomy. Purpose, mastery, autonomy. PinkPink

Task itself:Task itself: Significance.Significance. Completeness.Completeness. Challenge and variety.Challenge and variety.

Autonomy – personal freedom to act.Autonomy – personal freedom to act. Feedback from work itself (vs. others).Feedback from work itself (vs. others).

Engagement with work is the Engagement with work is the primary focus.primary focus.


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8. 8. SelfSelf Personal motivation to achieve Personal motivation to achieve

regardless of task or regardless of task or surroundings.surroundings.

McClelland’s “achievement McClelland’s “achievement motivation.”motivation.”

DNA that only some people DNA that only some people have.have.

Is there a disengagement gene?Is there a disengagement gene?


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1.1. Circumstances.Circumstances.

2.2. Company image Company image and success.and success.

3.3. Physical work Physical work environment.environment.

4.4. Reward and Reward and recognition recognition practices. practices.

5.5. Relationships with Relationships with others. others.

6.6. The social-The social-intellectual work intellectual work environment. environment.

7.7. Nature of the work.Nature of the work.

8.8. Self.Self.

Summary

Opportunities to minimize disengagement and maximize engagement.


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Engagement R Us?Engagement R Us?

What does your organization do to What does your organization do to promote engagement?promote engagement?

Share with the person in front / Share with the person in front / behind you.behind you.

Take two minutes.Take two minutes.


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Systematic Approaches to Systematic Approaches to EngagementEngagement

Comp and benefit plans – gainsharing Comp and benefit plans – gainsharing and profit sharing, bonuses, etc. ~ and profit sharing, bonuses, etc. ~ contingent plans.contingent plans.

Attitude / satisfaction / engagement Attitude / satisfaction / engagement surveys.surveys.

Employee involvement:Employee involvement: Participative management.Participative management. Quality circles.Quality circles. Kaizen teams.Kaizen teams.


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Systemic Approaches to Systemic Approaches to EngagementEngagement

Work design – job enrichment.Work design – job enrichment. Socio-technical systems design – Socio-technical systems design –

people and the process as one total people and the process as one total system. system.

Self-directed work teams.Self-directed work teams. Open-book management.Open-book management. Scanlon plans.Scanlon plans.


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Common PracticesCommon Practices Hiring the right people & orienting them.Hiring the right people & orienting them. Focus on running the organization Focus on running the organization

successfully.successfully. Vision / goals / measures / feedback.Vision / goals / measures / feedback. Continuous challenge to improve.Continuous challenge to improve.

Demonstrated concern for engagement.Demonstrated concern for engagement. Continuous cycle of surveys and follow-thru.Continuous cycle of surveys and follow-thru.

Face-to-face information sharing and Face-to-face information sharing and seeking from top leadership with rank and seeking from top leadership with rank and file.file.

Personal growth opportunities – T&D.Personal growth opportunities – T&D.


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SurveysSurveys

Aon HewittAon Hewitt 5,700 employers = 5,000,000 employees5,700 employers = 5,000,000 employees

Hay GroupHay Group 1,600 employers = 5,000,000 employees1,600 employers = 5,000,000 employees

GallupGallup 17 yrs. = 17,000,000 employees17 yrs. = 17,000,000 employees Q12 survey is the biggest.Q12 survey is the biggest.

12 questions12 questions 5 point scale: 1 = Strongly Disagree / Extremely 5 point scale: 1 = Strongly Disagree / Extremely

DissatisfiedDissatisfied

5 = Strongly Agree / Extremely Satisfied5 = Strongly Agree / Extremely Satisfied


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PollPoll

Who does an “engagement” or Who does an “engagement” or employee survey at least every two employee survey at least every two years?years? Could be one large survey.Could be one large survey. Could be several mini surveys.Could be several mini surveys.

Raise your hand.Raise your hand.

Gallup’s Q12 SurveyGallup’s Q12 Survey

12 questions.12 questions. Chosen because responses to them Chosen because responses to them

positively correlate to improved personal positively correlate to improved personal behaviors and therefore business results.behaviors and therefore business results.

Answers to each question use a 5 point Answers to each question use a 5 point scale:scale: 5 = Strongly Agree / Extremely Satisfied5 = Strongly Agree / Extremely Satisfied 1= Strongly Disagreed / Extremely 1= Strongly Disagreed / Extremely

DissatisfiedDissatisfied


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Gallup’s Q12 Survey Gallup’s Q12 Survey QuestionsQuestions

Does the mission/purpose of my Does the mission/purpose of my company make me feel my job is company make me feel my job is important?important?

Do I know what is expected of me at Do I know what is expected of me at work?work?

Do I have the materials and equipment Do I have the materials and equipment I need to do my work right?I need to do my work right?

At work, do I have the opportunity to At work, do I have the opportunity to do what I do best everyday?do what I do best everyday?

The Gallup Q12 questions are copyrighted by Gallup Inc. for its use.


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Gallup Q12 QuestionsGallup Q12 Questions

Does my supervisor, or someone at work, Does my supervisor, or someone at work, seem to care about me as a person?seem to care about me as a person?

In the last 7 days, have I received In the last 7 days, have I received recognition or praise for doing good recognition or praise for doing good work?work?

Is there someone at work who Is there someone at work who encourages my development?encourages my development?

In the last 6 months, has someone at In the last 6 months, has someone at work talked to me about my progress?work talked to me about my progress?

The Gallup Q12 questions are copyrighted by Gallup Inc. for its use.


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Gallup Q12 QuestionsGallup Q12 Questions

This last year, have I had This last year, have I had opportunities at work to learn and opportunities at work to learn and grow?grow?

At work, do my opinions seem to At work, do my opinions seem to count?count?

Are my coworkers committed to Are my coworkers committed to doing quality work?doing quality work?

Do I have a best friend at work?Do I have a best friend at work?The Gallup Q12 questions are copyrighted by Gallup

Inc. for its use.


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Gallup Q12 and Gallup Q12 and EngagementEngagement

A "fully engaged" employee, by our definition, is one who can A "fully engaged" employee, by our definition, is one who can answer all the questions in the Gallup Q 12 with a strong answer all the questions in the Gallup Q 12 with a strong affirmative. affirmative.

These question items were identified through extensive research These question items were identified through extensive research that that correlatescorrelates employee attitudes to five outcome measures: employee attitudes to five outcome measures: Employee retentionEmployee retention ProductivityProductivity Customer satisfaction/engagementCustomer satisfaction/engagement SafetySafety Profitability. Profitability.

While The Path only illustrates the link between engaged While The Path only illustrates the link between engaged employees and customer engagement, there are often very direct employees and customer engagement, there are often very direct links between an increase in the number of engaged employees links between an increase in the number of engaged employees and profit, either indirectly through an increase in productivity, and profit, either indirectly through an increase in productivity, or directly through major decreases in employee turnover.or directly through major decreases in employee turnover.

Source: Gallup Inc. Source: Gallup Inc. http://www.gallup.com/consulting/1531/Gallup-Path-Business-Performance.aspxhttp://www.gallup.com/consulting/1531/Gallup-Path-Business-Performance.aspx


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Correlation ExistsCorrelation Exists Comparing the top 25% of engaged workgroups to Comparing the top 25% of engaged workgroups to

the bottom 25% shows dramatic differences in: *the bottom 25% shows dramatic differences in: * Productivity.Productivity. Profitability. Profitability. Safety incidents.Safety incidents. Absenteeism.Absenteeism.

Gallup has proven that engaged organizations have Gallup has proven that engaged organizations have 3.9 times the earnings per share (EPS) 3.9 times the earnings per share (EPS) growth rategrowth rate compared to organizations with lower engagement compared to organizations with lower engagement in the same industry. in the same industry.

* Source: Gallup Inc. * Source: Gallup Inc. http://www.gallup.com/consulting/1531/Gallup-Path-Business-http://www.gallup.com/consulting/1531/Gallup-Path-Business-

Performance.aspxPerformance.aspx


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StatisticsStatistics Gallup – 2005Gallup – 2005

Engaged employees = 28%Engaged employees = 28% Not engaged = 54%Not engaged = 54% Actively disengaged = 17%Actively disengaged = 17%

Aon Hewitt – Nov. 2011Aon Hewitt – Nov. 2011 “…“…the workforce is by and large indifferent to the workforce is by and large indifferent to

organizational success or failure.” organizational success or failure.” SHRM – Nov. 2011SHRM – Nov. 2011

“…“…employees are moderately engaged at work -- 3.6 / employees are moderately engaged at work -- 3.6 / 5.0.”5.0.”

Hay Group – 2012Hay Group – 2012 66% of workers feel engaged.66% of workers feel engaged.


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AgendaAgenda Definition of engagement.Definition of engagement. History.History. Correlation and causality.Correlation and causality. Statistics.Statistics. Engagement spectrum.Engagement spectrum. 6 Engagement factors.6 Engagement factors. Approaches to engagement & common Approaches to engagement & common

practices.practices. Surveys.Surveys. SummarySummary


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SummarySummary

The E4 ModelThe E4 Model Envision:Envision: create inspiration and create inspiration and

accountability by using a vision, missions, accountability by using a vision, missions, goals, measures, and reporting goals, measures, and reporting mechanisms that link individuals to the mechanisms that link individuals to the total organization.total organization.

Empower:Empower: provide the means for success provide the means for success throughthrough

Technical, social, business skills training.Technical, social, business skills training. Developmental experiences and coaching.Developmental experiences and coaching. Equipment, systems, information, and feedback.Equipment, systems, information, and feedback.


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SummarySummary

E4 ModelE4 Model EngageEngage: encourage responsible contribution : encourage responsible contribution

in areas of expertise through participative in areas of expertise through participative structures, behaviors, info sharing, structures, behaviors, info sharing, consultation, and autonomy.consultation, and autonomy.

EquilibrateEquilibrate:: balance efforts and rewards to balance efforts and rewards to equitably meet the needs of all stakeholders – equitably meet the needs of all stakeholders – customers, investors, employees, suppliers, customers, investors, employees, suppliers, community – and protect the environment.community – and protect the environment.

More details by emailing More details by emailing [email protected]. .


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SummarySummary

It starts with whom you hire.It starts with whom you hire. It is driven by leaders who use the 8 It is driven by leaders who use the 8

factors to create an engaging culture.factors to create an engaging culture. Training and development is one cog on Training and development is one cog on

a large wheel of engaging elements.a large wheel of engaging elements. There is a correlation between There is a correlation between

engagement levels and business engagement levels and business results, and...results, and...

success requires managing for both.success requires managing for both.


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ConclusionConclusion

Thank you very much for your Thank you very much for your engagement!engagement!

Have an engaging time at work!Have an engaging time at work!

Don BarkmanDon BarkmanThe Business CenterThe Business Center

Oak Ridge, TNOak Ridge, TN865-483-5850865-483-5850

www.bizcenter.comwww.bizcenter.com


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Copyright NoticeCopyright NoticeThis material is copyrighted by:This material is copyrighted by:

Donald F. BarkmanDonald F. BarkmanThe Business CenterThe Business Center120 Westview Lane120 Westview Lane

Oak Ridge, TN 37830Oak Ridge, TN 37830865-483-5850865-483-5850

Copyright © 2012Copyright © 2012All Rights Reserved.All Rights Reserved.

No part of this material may be stored, transmitted, No part of this material may be stored, transmitted, reproduced, or presented without the express permission reproduced, or presented without the express permission

of The Business Center.of The Business Center.

Employee Engagement Presentation

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