An Employee Engagement State of Mind

Employee Engagement is just a state of mind and as such is very hard to define, but easy to describe. Think of it as energy stored in a battery awaiting to be plugged into action or to conduit for the energy to ignite positive action.
With Employee Engagement, two concepts must be considered:
1. The drivers, both emotional and rational, of the workforce (EE) and get a way to identify and address the EE issues with each group individually.

2. A means to ensure that when the energy is discharged, it's connected to good, solid business principals and processes, led by a strong leader or Director.
As to #1, any person dealing in trying to bolster EE is doomed to failure unless:
1. You first acquire information as to the cause of the barriers by workgroup

2. Where the barriers are being formed (high, middle or managerial level)

3. A means to identify the "root barriers" by each department/workgroup.

4. recognize that different work groups have different barriers, caused by different things

5. Recognize that the most rapid and global enterprise solutions will be created by the managers (provided they are not toxic as well)

6. A means to give each manager the skills, tools, information and support to dissolvie the barriers . You can't hold anyone accountable to "change" unless you give them the tools to do so. Accountability is the only tool that creates sustained results, especially if know they will be remeasured in 6-8 months.

7. Just because workers are "happy" doesn't make them engaged, so "engaged in what" leads me to point #2

8. The business strategies must be aligned with the effort of engaging the departmental worker, sa managers need information as to what, how and why they need to link the department initiatives to the "main thing" business strategies.
SUMMARY: Engaging a workforce consists of an integrated series of scenes in in a play, all directed by a committed, vocal CEO.