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 Alliance, which 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.