Page 334 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

Becoming a More Engaged Workplace C321

able to identify what knowledge, skills, and abilities will be
most critical in achieving them?
: Are we willing to focus our attention, time, and budget on
attracting, engaging, and disproportionately rewarding peo-
ple in key positions?
: What key and supporting staff will we need to hire from the
outside versus train, develop, and promote from within?
: What specific knowledge, skills, and abilities are required in
the key and supporting roles?
: Recognizing that different employees are more motivated
by some engagement drivers than others, which of the six
drivers are generally most important to the current employ-
ees, succession candidates, and future hires who will fill these
roles?
: Which one (or two) of the six engagement drivers is most
critical in supporting our key business objectives and the
kind of culture that will support those business objectives?
The answer may vary from one unit, location, or position
classification to another.
: Where would we rank our company as an employer (or spe-
cific divisions, functional units, or locations) on the six en-
gagement drivers, from strongest to weakest? If you are not
sure how your employees would respond to this question, ask
them—via a companywide engagement survey, focus groups,
open forums, small-group or one-on-one conversations, or
all the above.
: How well are our current people practices and initiatives
and our overall culture supporting the employee engage-
ment drivers that are most critical in achieving our business
objectives?
: What new engagement practices should we consider based
on our response to the above question?

To assist you in answering this last question, we provide the fol-
lowing employee engagement planning matrix: