Page 348 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

Becoming a More Engaged Workplace C335

following questions in the negative may indicate the ones
that could sink your plans:

____ Are senior leaders and the board of directors commit-
ted to making the company a better place to work?
____ Do senior leaders and the board understand the busi-
ness benefits to be realized from employee engagement
initiatives?
____ Does the company have the financial resources to in-
vest in employees?
____ Are senior leaders willing to make long-term invest-
ments in workforce engagement?
____ Are workforce engagement initiatives linked to key tal-
ent and driven by well-planned workforce and business
strategies and objectives?
____ Do your scores on the engagement driver assessments
(Chapters 4 through 9) indicate that the company is
within striking distance of achieving Best-Places-to-
Work status?
____ Is there a culture of trust in the organization as a whole
and in all divisions, functional units, and other loca-
tions?
____ Are senior leaders prepared to conduct an organization-
wide employee engagement survey and take action
based on survey findings?
____ Have you identified other indicators (a dashboard, so
to speak) for measuring improvements in employee en-
gagement that link to and support your business objec-
tives?
____ Do you have the necessary support staff—human re-
sources, training and consulting expertise—to launch
new engagement initiatives?
____ Is the company undergoing other changes that must
be dealt with before new engagement initiatives can be
realistically undertaken?