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Becoming a More Engaged Workplace C327

the tangible action, and communicating more clearly about how pay
decisions are made would be the intangible action.
In reviewing your engagement planning matrix, check to see if
your actions reflect a balance between tangible and intangible actions
as well as between short-term and longer-term actions and between
those that are enterprise driven and those that are manager driven.

: ENTERPRISEWIDE VERSUS FUNCTIONAL UNITS

With all our emphasis in previous chapters on the engagement scores
of entire organizations, we cannot emphasize enough in this final
chapter that engagement can differ widely from department to de-
partment, division to division, and location to location within the
same organization. We strongly recommend to our clients that when
conducting employee engagement surveys, they collect and analyze
data by functional unit. Only then can managers be held fully ac-
countable for creating and executing initiatives and practices that will
move the employee engagement needle upward.
Human resources and training staff also have important roles to
play as partners to managers who need and want to engage more of
their direct reports. And certainly senior leaders need to question
whether they are creating the right conditions to engage the managers
whose unit engagement scores are not what they should be.

: TARGETED ENGAGEMENT VERSUS EQUAL FOCUS ON
ALL EMPLOYEES

One of the more controversial topics in discussions about human capi-
tal today is how much to differentiate among employees as we allocate
our limited energies and budgets to attracting, engaging, training,
developing, and retaining them. Many companies still follow the