How Organizations Create and Sustain Highly Engaging Cultures

How Organizations Build and Sustain Highly Engaging Leaders

How Organizations Foster Employee Ownership of Engagement

The Employee Value Proposition 

About the Engagement Institute

The Engagement Institute has been designed to steward the evolving process of learning and discovery around the critical business issue of employee engagement. As the environment and the conditions around us change, so will the focus areas of research and application. The Engagement Institute members will work to shape the thinking and, in turn, advance the global understanding of engagement and its impact to successfully drive business performance.

Research Fellows (US Group)

Research Fellows:

  • Ascension Health
  • AT&T
  • General Motors
  • HP Inc.
  • Johnson & Johnson
  • JP Morgan Chase
  • Lockheed Martin
  • Michelin North America, Inc.
  • Novo Nordisk
  • Pennsylvania Power & Light
  • Preferred Mutual Insurance Company
  • Quicken Loans
  • UPS
  • USAA
  • The Conference Board
  • The Mayo Clinic
  • U.S. Central Intelligence Agency
  • U.S. Office of the Comptroller of the Currency
  • U.S. Patent and Trademark Office
  • The University of Wisconsin, Madison
  • Vizient, Inc.

                             * As of June 13, 2017

Research Fellows (EU Group)

Research Fellows:

  • AkzoNobel
  • BNP Paribas
  • HSBC
  • LafargeHolcim
  • Maersk
  • Royal Bank of Scotland
  • Solvay
  • Unilever

                             * As of June 13, 2017


New Insights into the Engagement Challenge

Employee engagement is not a new concept. Most employers recognize that engaged employees produce more and stay longer in an organization that treats them well, listens to their needs and helps them develop. And while most organizations measure employee perceptions in some fashion, few have been successful building, sustaining and leveraging employee engagement to create tangible business outcomes. The challenge has intensified with the emergence of a new generation in the workforce, heightened international competition and the unparalleled pace of change in the world. It’s what we call a VUCA world – full of volatility, uncertainty, complexity and ambiguity.

Who Should Participate

Designed for executives and business leaders focused on driving engagement and performance for their organizations.

Benefits

Research Fellows receive:

Networking and peer learning with other world-class organizations

Research Involvement

  • Participation in research working group to address critical engagement business challenges
  • Defining the business questions, the research agenda and priorities
  • Partnership in the execution and delivery of results back to the research community of practice
  • Exclusive access to research reports for a month before wider distribution

Repository of Collective Research & Insights

  • Learning from expert researchers in the field
  • Exclusive access to all content and expertise inclusive of best practice examples, articles, webinars, etc.

Annual Summit (Included for US Research Fellows)

  • Highlights include:
    • "Best practices”
    • Research results 
    • Action planning
    • Networking
The Engagement Institute™

The Conference Board

 

Deloitte

 

Sirota

 

ROI Institute

 

The Culture Works

The Engagement Institute™ Upcoming Meeting Dates

US Upcoming Meeting dates: 

  • February 8-9, 2018- Location TBD
  • May 17-18, 2018- Location TBD
  • September 13-14, 2018- Location TBD

EU Upcoming Meeting Dates:

  • October 18-19 - Kingston upon Thames, UK

The Engagement Institute™ 2017 Fall Summit:

  • October 25-27 - Atlanta, GA
Why join the Engagement Institute™?

Much of the value is created by meeting peers in other organizations and understanding that while you have many dissimilar challenges and opportunities, you also face many similar challenges and opportunities. It is in this diverse and asymmetric space that you get challenged and stimulated. It is in this space that you start to analyze and begin to think differently “How would you deal with such a situation?” or “Wow, I would have never thought of that." You are both stimulated and reminded how important it is to boldly make different choices and not be afraid to do so. After today, I will walk away thinking "I am going to take risks again, and push the envelope" - this is important.

Josefine van Zanten, Head of Leadership Development & Organisational Development, LafargeHolcim