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322B RE-ENGAGE
Employee engagement planning matrix
: Short-Term Actions Longer-Term Actions
(Culture)
(Climate)
Enterprise-
What short-term actions (within What longer-term actions
(one year or more) can senior
one year) can senior leadership
Directed Actions
leadership, in partnership
(including senior HR leaders)
take to increase employee
employee engagement?
engagement? with HR, take to increase
Manager-Driven What short-term actions can What longer-term actions
Actions individual managers, in partner- can individual managers,
ship with HR, take to increase in partnership with HR,
employee engagement? take to increase employee
engagement?
Let’s define and discuss each of the variables in the matrix:
: Enterprise-directed actions. As discussed in Chapter 4, some employee
engagement practices are primarily the domain of senior lead-
ership. A decision to change the copay for a health insurance
plan, investments in improvements to a facility, or changes in
internal job-posting guidelines, for example, are generally the
domain of the senior leadership of an organization.
: Manager-driven actions. As discussed in Chapter 5, several
employee engagement practices are primarily driven by di-
rect managers and supervisors. For example, it is within the
realm of managers to provide meaningful and appropriate
recognition to their employees, resolve conflict among team
members, and coach employees about their performance and
career interests.
: Short-term actions (climate). Some decisions and their associ-
ated actions can be made and implemented within a year or
less. These can have an impact on the climate of the orga-
nization, which, like the weather, is more subject to change.
For example, the changes in internal job-posting guidelines
previously mentioned can be implemented within a short pe-
riod. Some training programs, such as those designed to help