employees as value creators

7/28/2019 Employees as Value Creators

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Becoming Exceptional ManagerTapping Dynamic Energy for Peak Performance

Once your mindset changes, everything on the outside will change along with it.

D 72 Sect 122, NOIDA

Ph 0931303356, 09871448698

Email:[email protected]


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Preamble

The greatest setback in organisations is the trapped mindsets of its people. A trapped mind is

unable to adapt, change and thus stifles the capability of a person. People with trapped

mindsets become unimaginative and cannot think creatively to provide new solutions. Theirviews are so entrenched, they practically operate in an auto mode. People are 4 times more

capable than we think, but only if they unleash their full potential of creativity,

innovation, productivity, motivation & commitment. Management is defined as the pursuit

of organizational goals efficiently and effectively. Organizations, or people who work

together to achieve a specific purpose, value managers because of the multiplier effect:

Good managers have an influence on the organization far beyond the results that can be

achieved by one person acting alone

Stimulus Fixed Mindset Growth Mindset

Challenges Avoid them Embrace them

Obstacles Give up easily Persist until overcome

Effort Is fruitless; if it is not easy or have no

ability, why waste time?

Is the only path to mastery

Feedback Ignore it; what do they know anyway? Learn from it

Others success Threatening; poverty mentality says that

there is only so much glory available

Inspiring; abundance mentality

says there is plenty of glory for

all

Own failures A failure marks you forever; causes

resignation

An opportunity to learn; causes

change in behaviour

At the end of this workshop, participants will be able to :

Develop a mindset that benefits them and their organization

Specifically know what they want and be motivated towards their goals

Identify different kind of people behaviours and adapt to the situation

Self-coach themselves out of emotional situations and peak perform

Reframe their thought patterns and approach challenges positively

Deal with stress effectively to create a better working environment


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COURSE OUTLINE:

Mindsets and emotions : Explore belief systems, trapped minds, emotions

and own behaviours. Does the current mindset help? What could be done

to change mindsets that benefits self, colleagues and organisation. Building supportive relationships: Managing relationships amongst

colleagues in organizations has become more challenging as the working

environment turn more competitive. Understanding why people behave

the way they do will help to create an environment that is more coercive

and collaborative.

Self-coaching for excellence: In this session, participants will acquire a self-

coaching model that assesses their pro-active and/or re-active responses to

situations they face or have faced. This will allow them to overcome

negative emotions more effectively and re-focus on peak performance at

the workplace.

Knowing what you want : It is imperative to know what each individual

really wants in their work life. If the purpose is clear then all energy can be

directed to achieving the goal instead of being bogged down on all the

things thats not desired. Participants will learn to focus on goals and

achieving them.

Developing positive thinking : Event that unfolds are perceived from an

individuals viewpoint. Each of us has a frame in our minds that creates this

perception. Participants will learn to develop positive thinking from

exploring own frame of mind and reframing it.

Dealing with stress : Ultimately, managing ones stress level is important to

maintaining high energy levels at the workplace. Apart from the approach

each individuals takes towards an event, it is also critical to use techniques

to rejuvenate and prepare for further challenges that will definitely comeby.

Pedagogy


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A judicious mix of conceptual inputs, experiential exercises, case discussions and

group work. There will also be sessions by external experts including

practitioners with a track record of having delivered exceptional value.

Duration: 3 days

Commercial

Professional Charges: Professional Charges: Rs. 30,000/- per day. Payments shall be

made through cheque / draft in favor of SAMVEDNA

.Conveyance/Travelling as per Actual. If programme is organized out of Delhi the Train Fare/Air

Fare as per actual+ Accommodation

Programme Director

Dr Umesh Sharma

Dr Umesh Sharma (Ph D, Diploma in Medical Psychology, MBA, Certified Trainer for

MBTI and NLP from USA)first person to be designated as psychologist in Indian

industry when he joined BHEL, currently President, SAMVEDNA, corporate trainer. Heis an author of par eminence of over 100 articles and two award-winning books. His

bookon Stress Management Through Ancient Wisdom And Modern Science and Born

To Grow-Parenting Confident And Competent Childrenhas become a bestseller. Dr

Sharma had appeared on TV show on the subjects like Psychology of Winner and

Losers, Stress Management, Anger Management, Parenting in 21st Century etc. Dr

Sharma has received several awards including best management paper awards, best

HRD professional award etc.

Corporate Training Modules

Organisational Excellence Through Worklife Balance

Stress Free Living

Psychometric Testing- MBTI, 16 PF, FIRO-B, etc Communication Skills For Role Effectiveness

Organizational Success through Team Culture

Personal Effectiveness & Self Development

Quiet Mind, Fearless Heart

Realizing & Tapping Potential for Optimal Performance


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Top Performers Workshop-Tapping Dynamic Energy For Peak Performance

Becoming Exceptional Manager -Making the Difference

Parenting in 21st

Century

Power of Family

Secret of Anger Management-Anger to Energy

Achieving Personal Excellence (APEX)

Growing into Competent & Committed Employee

High Potentials Leadership Program:Converting potential to capability

Attitude for Excellence

Corporates & Public Sectors where his programmes are very popular

BHEL

NTPC, IOCL

HPCL

ONGC

IFFCO Maruti,

Aditya Birla Group

ITC

Indian Army

IIM A, B, K

India Railways to name a fewRecruitment Board Member: As a psychologist Dr Sharma is member of Selection committee of

BHEL and HPCL

Five Ph.D 5 thesis have been awarded under his guidance.

Consultative Committee

Dr Sharma is Member of Consultative committee of Food Corporation of India.

Board member

APS Health4u Pvt Ltd

Alok Securities

Teaching for MBA

IIM, IMI,MDI, IILM etc

Books

Born To Grow: Parenting in 21st Century Stress Management Through Ancient Wisdom and Modern Science Shravan Shakti: Power of Listening Tanav Se Mukti Ke Manovayanik Yebam Adhyatmik Tarike


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KEY LEARNINGS AND TAKE-AWAYS

Learn from one of the nations leading engagement experts

(recently featured on CNBC)

Over 30 practical engagement tools

10 essential practices to engage employees

Bring back the latest practical employee engagement

processes and methodologies

Latest research to make the business case to invest in

engaging employees

Demonstrate the connection between employee engagement

and high performance

Understanding of your leadership baseline

How to become an engaged leader

Leading and engaging different generations

Diversity model for todays organization

Team development model

How to advance your culture

How to build alignment and innovation

Leadership during challenging times

and conditions

Receive credits towards PHR and SPHR rece

In a dissertation by Ulrika Eriksson Hallberg (2005) on engagement and its relation to the concept of


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burnout, the author explains that engagement, conceptually, is inherently related to burnout because

it describes a loss of engagement. Maslach et al provide more clarity concerning this relationship by

describing engagement dimensions (energy, involvement, efficacy) and burnout dimensions (exhaustion,

cynicism, inefficacy) as complete opposites (Saks, 2006).

With hopes of finding common themes or concepts, eighteen definitions were reviewed including those

mentioned above and results were posted in Table 1-1.

It is clear that there are many different concepts being used to define employee engagement and very

few of these concepts span across definitions. In addition, forms of commitment are used to describe

engagement implying they are one in the same and raising issues that will be discussed later in this

paper. Another concern related to all of these definitions of employee engagement is that they are all

very broad, overarching concepts that seem to be vision statements rather than definitions and as such

provide very little direction for practitioners trying to implement the concept on the front line (Shaw,

2005). Therefore, anyone interested in incorporating employee engagement into their organization

must first determine which definition to use and then what that definition actually means to the rest of

the organization.

Table 1-1 (based on 18 definitions of employee

engagement)

Concept Percentage Used

Commitment - cognitive, affective, behavioral 5.5%

Commitment - rational & emotional 5.5%

Discretionary effort going above and beyond 11%

Drive innovation 5.5%

Drive business success 22%

Energy, involvement, efficacy 11%

Passion and profound connection 5.5%

Positive attitude toward company 5.5%

Psychological presence- attention and absorption 5.5%

Shared meaning, understanding- active participation 5.5%

Stay, say, strive 5.5%


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Think, feel, act, during performance 11%

Translate employee potential into performance 5.5%

Targeted outcomes include:

Approaches to build an engaged workforce

Techniques to deal with cynics, victims, and bystanders

Ways to create an environment where people choose accountability

Methods to overcome the cycle of blame and defense

Means to lead and engage in powerful ways

Approaches to deal with difficult relationship issues

Methods to shift from lip service to authenticity

Develop a plan to begin applying these skills in the series of dialogue meetings

The Concepts

Changing your way of thinking about leadership

Choosing to be accountable means each employee takes the leap of faith to choose to commit to the

success of the organization. Leadership makes this happen by the way it convenes people and the focus

it gives to the discussion.

Change strategies based on invitation rather than mandate

Mandate creates its own resistance. Invitation contains both an offer and a hurdle and lets you create

an alternative future with those who show up. Transformation is about depth, not scale. The task is to

create partners and owners.

Viewing all change as a shift in conversation

Accountable conversations are more than just talk. A shift in language is what constitutes a change in

action. The workshop helps participants create language that builds the capacity of others to choose

accountability. It also underlines the power of questions rather than answers.


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Valuing Dissent

Expressing our doubts is the first step to commitment. Supporting peoples doubts without necessarily

agreeing with them creates the conditions which makes widely shared partnership possible.

Changing the architecture

Changing the architecture means not only changing how you do the work but also changing the room,

the building and the context within which the work is done.

Focus on gifts rather than on deficiencies

The challenge is to bring the gifts of those on the margin into the center. It is about acting on our

intentions and being willing to take responsibility to create the culture we live in.

Agenda

Day 1 (9.00 to 5.00 pm)

Changing the Way We Think about Engagement

Connection before Content

Changing the Conversation to Change the Culture

Introduction to the Six Conversations

Four Powerful Questions

Crafting an Invitation

Facilitating Powerful Conversations

Intentions and Crossroads: Crossroad and Possibility

Room Redesign: Who Owns the Room? (Experiential Exercise)

Ownership Conversation: My Contribution to the Problem

Gifts Conversation: Gifts I Hold in Exile

Day 2 (9.00 to 5.00 pm)


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Redesign Architecture

Dissent Conversation: Doubts, Reservations, Postponement of Refusals

Commitment Conversation: What is the Commitment I am Willing to Make with No Promise of Return?

Dealing with Cynics, Victims and Bystanders

Action Plan: Designing and Facilitating Dialogue Meetings

Gifts Conversation: Gifts We Received from Each Other

Evaluation and Closing

Methodology

The workshop is highly interactive. Brief lectures are used to present key concepts. Participants will

become deeply immersed in the materials through interactive stimulations with other attendees. The

workshop also includes written exercises to apply key concepts to your own unique situation.

Participants will leave with a specific plan to bring these ideas to your organization.

KEY LEARNINGS AND TAKE-AWAYS:

The Key Business Drivers for Engagement

The 10 Essential Practices to Engage Employees

Case Study Review of a Company That Succeeded in Tranforming their Firm and Engaging TheirEmployees

Latest Research on the Business Case to Engaging Employees Demonstrate the Connection Between Employee Engagement and High Performance

Understanding Your Leadership Baseline

How to Become an Engaged Leader

Leading and Engaging Different Generations

Diversity Model for Today's Organization - Leading and Engaging a Diverse Workforce

Team Development Model

How to Advance Your Culture

How to Build Alignment and Innovation

Leadership During Challenging Times and Conditions

How to Best Develop Your Employees, and Inject Creativity and Innovation in the Workplace

Practical Employee Engagement Tools, Processes and Methodologies

www.flamecentre.com

AN ENGAGED ORGANIZATION: BUILDING

ACCOUNTABILITY AND COMMITMENT

How do we engage the minds and hearts of our staff so they give their best efforts? How

do we build a committed workforce? How do we create a culture of accountability? How


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do we engage their commitment and inspire them towards our vision?

The task of leadership is to produce engagement. Peter Block

The key for creating an engaged and connected workforce is to convene people together

for powerful conversations. These conversations support the individual in clarifying his

own choice on how he will relate to the organization. We build a culture of engagement

by changing our conversation and language.

Creating organizations where the choice to be engaged in service to the larger

whole is the purpose of this workshop.

The Promise

Targeted outcomes include:

Approaches to build an engaged workforce

Techniques to deal with cynics, victims, and bystanders

Ways to create an environment where people choose accountability

Methods to overcome the cycle of blame and defense

Means to lead and engage in powerful ways

Approaches to deal with difficult relationship issues

Methods to shift from lip service to authenticity

Develop a plan to begin applying these skills in the series of dialogue meetings

The Concepts

Changing your way of thinking about leadership

Choosing to be accountable means each employee takes the leap of faith to choose to

commit to the success of the organization. Leadership makes this happen by the way it

convenes people and the focus it gives to the discussion.

Change strategies based on invitation rather than mandate

Mandate creates its own resistance. Invitation contains both an offer and a hurdle and


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lets you create an alternative future with those who show up. Transformation is about

depth, not scale. The task is to create partners and owners.

Viewing all change as a shift in conversation

Accountable conversations are more than just talk. A shift in language is what

constitutes a change in action. The workshop helps participants create language that

builds the capacity of others to choose accountability. It also underlines the power of

questions rather than answers.

Valuing Dissentwww.flamecentre.com

Expressing our doubts is the first step to commitment. Supporting peoples doubts

without necessarily agreeing with them creates the conditions which makes widely

shared partnership possible.

Changing the architecture

Changing the architecture means not only changing how you do the work but also

changing the room, the building and the context within which the work is done.

Focus on gifts rather than on deficiencies

The challenge is to bring the gifts of those on the margin into the center. It is about

acting on our intentions and being willing to take responsibility to create the culture we

live in.

Agenda

Day 1 (9.00 to 5.00 pm)

Changing the Way We Think about Engagement

Connection before Content

Changing the Conversation to Change the Culture

Introduction to the Six Conversations

Four Powerful Questions


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Crafting an Invitation

Facilitating Powerful Conversations

Intentions and Crossroads: Crossroad and Possibility

Room Redesign: Who Owns the Room? (Experiential Exercise)

Ownership Conversation: My Contribution to the Problem

Gifts Conversation: Gifts I Hold in Exilewww.flamecentre.com

Day 2 (9.00 to 5.00 pm)

Redesign Architecture

Dissent Conversation: Doubts, Reservations, Postponement of Refusals

Commitment Conversation: What is the Commitment I am Willing to Make with No

Promise of Return?

Dealing with Cynics, Victims and Bystanders

Action Plan: Designing and Facilitating Dialogue Meetings

Gifts Conversation: Gifts We Received from Each Other

Evaluation and Closing

Methodology

The workshop is highly interactive. Brief lectures are used to present key concepts.

Participants will become deeply immersed in the materials through interactive

stimulations with other attendees. The workshop also includes written exercises to apply

key concepts to your own unique situation. Participants will leave with a specific plan to

bring these ideas to your organization.

H

HOW WOULD YOU FEEL about a physician who killed more patients than she helped, a police detective

who committed more murders than he solved, or a teacher whose students got dumber as the school

year progressed? And what if you discovered that these perverse outcomes were more the rule than the

exception, that they were characteristic of most doctors, policemen, and teachers? Youd be outraged

and demand change! Why, then, are we complacent when confronted with data that suggests most


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managers are more likely to douse the flames of employee enthusiasm than to fan them? Why arent we

angry that our management systems are more likely to frustrate extraordinary accomplishment than to

foster it?

Only 1 in 5 employees are truly engaged in their work in the sense that they would go the extra mile

for their employer. Nearly 4 out of 10 are mostly or entirely disengaged. This data represents a stingingindictment of management-as-usual. Why arent we scandalized by the fact that for most managers,

employee engagement isnt Topic A, or B, or even C. How do we account for this? I see three

possibilities:

1. Ignorance. Maybe managers dont realize that most of their employees are emotionally tuned out at

work. Maybe they lack enough emotional intelligence to recognize the low-grade disaffection that

afflicts most of their people. This seems to me unlikely. Anybody who has ever read a Dilbert strip knows

that cynicism and passivity are endemic in large organizations.

2. Indifference. Managers know that many employees are flat-lining at work but simply dont care,

either because a callous culture has drained them of empathy, or because they view engagement as

financially unimportanta nice to have, but not an imperative. Many managers have yet to grasp the

connection between engagement and financial success. Companies that score highly on engagement

have better earnings growth and fatter marginsthan those that dontand the correlation between

enjoyment and profitability is likely to strengthen in the years ahead.

3. Impotence. It could be that managers care a lot, but cant imagine how they could change things for

the better. After all, many jobs are boring. Retail clerks, factory workers, call center staff, administrative

assistantsof course they are disengaged, how could it be otherwise? Like prison wardens, managers

would be shocked if their charges started bubbling with joie de vivre. Today, you dont have to be the

biggest to be the most profitable, but you have to be the most highly differentiated. In a world ofcommoditized knowledge, the returns go to companies that can produce nonstandard knowledge.

Success here is measured by profit per employee, adjusted for capital. As you would expect, Apples

profit per head and ratio of profits to net fixed assets are much higher than its competitors. It doesnt

matter much where your company sits in its ecosystem, nor how vertically or horizontally integrated it

is. What matters is its relative share of customer perceived value and the costs it incurs to produce that

value: the greater your share of differentiation, the greater your share of industry profits. In a world

where customers wake up daily asking, Whats new, different, andamazing? your success depends

upon your ability to unleash the initiative, imagination, and passion of your people. This can only happen

if all those folks are connected heart and soul to their work and to the mission of the company.

Six Levels of Capabilities In my hierarchy of human capabilities at work, there are six levels:

Level 1: Obedience. Obedient employees show up each day and follow all prescribed rules/procedures.

Obedience is important, as large-scale enterprise would be impossible without it. Level

2: Diligence. Diligent employees work hard, stay till the job is done, and take personal responsibility for

delivering great results. Again, this is critical. You cant build a winning organization with slackers. Level


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3: Expertise. Next is intellect, personal competenceemployees who have world-class skills, who are

well trained and eager to learn more. Trouble is, obedience, diligence, and competence are becoming

capabilities that you can buy in parts of the world for next to nothing (hence, companies have out-

sourced millions of jobs). But wage arbitrage is not a strategy for long-term competitive advantage. If

obedience, diligence and knowledge are the only things you get from your people, your company will

lose. You have to move up the capability hierarchy.

Level 4: Initiative. Beyond expertise is initiativeemployees who spring into action when they see a

problem or an opportunity, who dont wait to betold, who arent bound by job descriptions and are

instinctively proactive.

Level 5: Creativity. Creative employees are eager to challenge conventional wisdom and are always

hunting for great ideas in other industries.

Level 6: Passion. At the apex is passionemployees who see their work as a calling, as a way to make a

positive difference in the world. For these ardent souls, the dividing line between vocation and

avocation is indistinct at best. They pour all of themselves into their work. While other employees are

merely present, they are engaged. In todays creative economy, the three capabilities at the top of this

list create the most value.Audacity, imagination, and zeal are the ultimate wellsprings of competitive

differentiation. And theres the rub. These higher order human capabilities are gifts; they cant be

commanded. You can tell someone to be passionate or creative, but it wont do much good. Individuals

choose each day whether or not to bring these gifts to workand they mostly choose not to.

Throughout history, managers have seen their primary task as ensuring that employees serve the

organizations goalsobediently, diligently, expertly. Now we need to turn the assumption of

organization first, human beingssecond on its head. Instead of asking, how do we get employees to

better serve the organization, we need to ask, how do we build organizations that deserve the

extraordinary gifts that employees bring to work? How can managers create a culture that inspires

exceptional contribution and merits an outpouring of passion, imagination, and initiative? In our

creative economy, how fast can a company generate new insights and build new knowledge that

enhances customer value? To escape the curse of commoditization, a company has to be a game-

changerand that requires employees who are proactive, inventive, and passionate. The capabilities

that matter most are precisely those that are most difficult to manage; hence, we need to shift our focus

from managing to unleashing. No leader can afford to be indifferent to the challenge of engaging

employees in the work of creating the future. Engagement may have been optional in the industrial and

knowledge economy, but its the whole game now.You might say: Id love to create a highly engaging

workplace, but the folks who work for me are not creating gorgeous products at the cutting edge of

technology; theyre answering phones in a call center, cleaning hotel rooms, or bagging groceries. How

can you expect people to be engaged in their work if their work isnt engaging? You might think that

most people hate their jobs, yet 86 percent of employees in the Towers Watson Global Workforce Study

said they loved or liked their job. So, why not more engagement? Notes Julie Gebauer, who led the

study, three things are critical to engagement: 1) the scope that employees have to learn and advance

(opportunities to grow); 2) the companys reputation and its commitment to making a difference in the

world (a mission that warrants extraordinary effort); and 3) the behaviors and values of the leaders (are


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they trusted, do people want to follow them?). These are management issues! It is managers who

empower individuals and create space for them to excelor not. It is managers who help to articulate a

compelling and socially relevant vision and make it a rallying cryor not. It is managers who

demonstrate praise-worthy valuesor not. Only 4 in 10 employees agree that senior management is

sincerely interested in their well-being, communicates openlyand honestly, communicates the

reasons for decisions, tries to be visible and accessible, and makes decisions that are consistent with

our values. To improve engagement, we have to admit that if employees arent enthusiastic and

impassioned, its not because work sucksits because management blows. LE Gary Hamel is Leadership

Excellence #1 ranked thought leader and author of What Matters Now(Jossey-Bass).

Stimulus Fixed Mindset Growth Mindset

Challenges Avoid them Embrace them

Obstacles Give up easily Persist until overcome

Effort Is fruitless; if it is not easy or have no

ability, why waste time?

Is the only path to mastery

Feedback Ignore it; what do they know anyway? Learn from it

Others success Threatening; poverty mentality says that

there is only so much glory available

Inspiring; abundance mentality

says there is plenty of glory for

all

Own failures A failure marks you forever; causes

resignation

An opportunity to learn; causes

change in behavior

INTRODUCTION

WORKSHOP APPROACH

This workshop will be conducted in a highly participative environment with

discussions, role plays, reviews and videos used to enhance learning.

Organisational case studies will be used for role plays and to assess each

individuals mindset towards the end of the workshop.

WHO SHOULD ATTEND?


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This workshop is for all employees working in a corporate environment.

Participants will get an opportunity to review their mindsets and take actions to

perform better in their workplace.

C Ch ha an ng gi in ng g M Mi in nd ds se et ts s f fo or r W Wo or rk kp pl la ac cee E Ex xc ce el ll le en nc ce e

To develop dynamic organisations to cope with this changing global environment,

the trapped minds of people need to be freed. This workshop enables participants

to reflect on their own mindsets and support the individuals change towards

progression for the benefit of the organisation.

[1-Day Workshop]

CERTIFICATION

All participants who achieved at least 75% overall course attendance will be

awarded the Certificate of Attendance in the respective course(s) by Customer

First Singapore Pte Ltd.

The greatest setback in organisations is the trapped mindsets of its people. A

trapped mind is unable to adapt, change and thus stifles the capability of a

person. People with trapped mindsets become unimaginative and cannot think

creatively to provide new solutions. Their views are so entrenched, they

practically operate in an auto mode.

This workshop enables participants to reflect on their own mindsets and support

the individuals change towards progression for the benefit of the organisation.

At the end of this workshop, participants will be able to :

Develop a mindset that benefits them and their organization


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Specifically know what they want and be motivated towards their goals

Identify different kind of people behaviours and adapt to the situation

Self-coach themselves out of emotional situations and peak perform

Reframe their thought patterns and approach challenges positively

Deal with stress effectively to create a better working environment

Please fax your registration form to: 6339 3367 or Email:

[email protected] or Call us: 6339 1848

Names of Participants :

___________________________________________________________________

Designations : ________________________________________________

__________________ Name of Company :

___________________________________________________________________

Company Address :

___________________________________________________________________

Contact Person : _________________________ Designation :

____________________________

Telephone : _________________________ Facsimile :

____________________________

E-mail Address :

___________________________________________________________________


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Payment

All cheque should be crossed and made payable to Customer First Singapore Pte

Ltd

Please mail cheque to: 73 Upper Paya Lebar Road, #06-02 Centro Bianco,

Singapore 534818

Customer First Singapore Pte Ltd reserves the right to change dates, time, venue

and facilitator of the workshop due to circumstances beyond its control. In the

event of changes, participants will be informed in advance.

The full registration fee will be charged for any cancellation made within 7

working days before the course start date. If the registered delegate is unable to

attend, a substitute is allowed.

REGISTRATION FORM

Workshop Title: CHANGING MINDSETS FO R WORKPLACE EXCELLEN CE

Date: Time: 9.00 am to 5.00 pm Venue: 73 Upper Paya Lebar Road, #06-02,

Centro Bianco Fees: S$195.00 per person (subject to prevailing GST charge) Call to

enquire about group discount!! Course Approved for SDF Funding CRS -N-

0015284 !

Many people are unmotivated, not because they have a great reason to be, but rather because they

have not been given a great reason to be motivated & engaged.

Employees as Value Creators - Excelling through

Employee Engagement

Employee Engagement is fundamental to driving improved performance

employees as value creators

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