Page 331 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

318B RE-ENGAGE

This chapter provides insights into what your organization can do
to initiate steps to become a better workplace, not just to win an award,
but to put in place the particular talent management practices that will
support your particular business strategy. We also will introduce our
Employee Engagement Planning Matrix, a tool that will help you iden-
tify the long- and short-term actions that will increase the engagement
of the people you depend on to achieve your business objectives.
It bears repeating that the ultimate purpose of becoming a better
place to work is not just to make your corner of the world a better place,
but to serve the business goals and strategies of your organization.

: LINKING SIGNATURE DRIVERS AND PRACTICES TO YOUR
BUSINESS STRATEGY

There is a reason we don’t push the idea of reflexively implementing
employee engagement best practices of other Best-Places employers—as
we have said, they may not serve your business objectives or lever-
age your talent in a way that fits your culture. As you can see from
the following table, the Best-Places winners that scored highest on the
six engagement drivers are implementing practices that embody those
drivers and support the business strategies to which they are committed.

: Business Signature Signature
Best-Places
Strategy
Practice
Driver
Employer
Trust and confi-
Application
Build reputation for
Quality Living, Inc.
providing highest
of leadership
dence in senior
standards of caring
service leadership principles and
mindsets
(practices)
Winchester Hospital Increase patient Competent and car- Intensive train-
satisfaction and ing managers who ing and coaching
loyalty by building keep employees of managers
strong management aligned and engaged to build their
culture that inspires people manage-
employees to give ment skills
great patient care