The Engagement Surprise Continues for Many…!

In one of last year’s posts we discussed the “engagement surprise,” which was identified as the measurable return-on-investment (R.O.I.) that many organizations were recognizing from their engagement efforts.

In other words, engagement can be a profit center rather than a cost center.

However, as presented in a recent Engagement Strategies Media article, the approach must be “intentional.”

Not only must leaders be strategic in their approach to engagement, but they must also stay-the-course with the intention of building a culture of engagement within their organizations — a culture in which people are engaged, highly-motivated, and highly-productive.

This is no small feat… but the data is clear, the R.O.I. can be significant. Typical objectives associated with this formalized approach to engagement include:

  • Increasing sales or revenue.
  • Increasing customer engagement and referrals.
  • Engaging channel partners to provide more commitment to products and services.
  • Improved recruiting and hiring.
  • Engaging volunteers for not-for-profits.
  • Engaging employees to achieve organizational goals, more consistently support the brand, work more productively, and exhibit greater loyalty.
  • Engaging employees to place added focus on quality, safety, and wellness.

These results and many more have been documented time-and-time again by the Enterprise Engagement Alliancewhich was founded in 2008. They provide members and other interested parties with a wide-range of resources and data, much of which is available at no cost.

 

 

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