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Ten Laws of Employee Engagement – Law #7

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People have a much more common “operating system” than most leadership teams realize. Recent research in the field of neuroscience has given us radically new insights into human behavior. Common needs drive our behavior, and the more leadership focuses on those needs, the closer they will be to understanding the drivers of employee engagement. The brain is very efficient and very focused, leaving no space or energy for pointless or chaotic behavior. All human behavor makes sense in context, and if we see actions we don’t understand, leadership should demonstrate more on the side of curiosity than of incredulity or admonishment. The behavior that leadership should be most focused on is the discretionary effort each employee brings to work every day, which he or she can only volunteer.

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After several years of administering an employee satisfaction survey, our company decided to partner with Engagient to measure employee engagement, which are two very different dynamics. Engagient’s processes are clear, direct, thorough and highly effective in gaining insight into how engaged our employees were, at every level.

The high degree of professionalism exhibited by Engagient’s consultants and their depth of knowledge and understanding of employee engagement is unsurpassed. As a result of our employee engagement survey, we have begun taking measures to re-engage our employees at every level of the organization.

--Claudia H. Snyder, Director of Human Resources
Thomco Insurance
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