• 'Quality work from me resulted in some job security'
• 'The organization cared about me - and that's how I worked'
• 'Before I was committed, loyal and attached to the company'
• 'I did more than I was asked'

Today?

• 'My bond with the company has been broken'
• 'I am afraid for my and my families' future'
• 'I might lose my job through no fault of my own; I have no control over what is happening to me'
• 'Due to the downsizing I have to do more, work longer hours and learn new duties'
• 'I'm really vulnerable, pretty insignificant, worried - angry'
• 'I'm not going any more than I have to'

Highlights from Recent Employee Research
Watson Wyatt Worldwide Inc found in their annual survey that:

• cost cutting has contributed to nearly a 25% reduction in employee engagement among top performers
• the number of employees who would recommend their company has declined by nearly 20%
• 41% of employees believe that pay & benefit changes in the last year have had a negative impact on both the quality of their work and their customer service.

Kronos Inc. & Harris Interactive found that:

•  in companies that have had layoffs 40% of the employees said productivity had been negatively impacted
• among those employees 66% said that morale is lower and employees are less motivated

What Happened? How Did We Get Here?
A sudden, significant reduction in sales coupled with a freeze in the credit markets caused leadership teams - whose performance was being evaluated on quarterly financial results - to have to cut costs. And labor costs were their biggest opportunity resulting in:

• Layoffs and outsourcing
• An increased use of temps
• Cuts to employee benefit plans and increased employee contributions
• No wage increases and even wage reductions

• A vast amount of indisputable, empirical research has shown the strong correlation between managerial practices, employee engagement/performance and organizational profitability
• How employees feel about their organizations is primarily driven by their feelings about their manager; the best resource for increasing employee engagement is an employee's immediate manager
• Poor management alienates employees and has significant costs; effective, positive leadership and management is an investment that has significant returns

But - You Can Increase Employee Engagement
We are Assisting Organizations in Implementing Steps Such As:

• #1 Not assuming that their managers know how to address this psychological recession
• #2 Surveying their employees to determine the degree of disengagement, where it resides and what specific employee needs are not being met - and segmenting that feedback by manager
• #3 Using these Engagement Survey results to tailor individual development plans for managers - to include providing them with practical initiatives that they can put to use to re-engage their employee teams
• #4 Training managers to be 'Engagement Coaches' and use engagement techniques - and sharing with them the benefits to them personally of having engaged and committed employees