Hiring is generally an unexamined lever in managing engagement. There are some people who are inherently wired to be engaged in a wide variety of environments, even those with organizational challenges. These people have three particular traits: positivity, cooperativeness and drive.
While these traits are good predictors of engagement, it’s not enough to just assess candidates, pick the ones with the highest levels of these traits and think you’re done. For example, diversity and a variety of personalities are necessary, but the power in assessing for engagement is that you can quickly weed out those who cannot be engaged and advance those who are most likely to engage.
In return for combining assessment and selection with your engagement strategy, the organization will benefit from advantages such as a quicker improvement in engagement and the establishment of sustainable hiring decisions.
To get started in combining hiring and engagement, organizations should:
We would like to thank Anthony Boyce, Ph.D. and Ken Oehler, Ph.D. for contributing their insights to this article.
We have identified five tangible steps organizations can use to assess, understand, and take action on the employee engagement levels of employees during organizational change.
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Achieving extraordinary employee-engagement improvement – quickly – is the real challenge. To do this, you have to push against inertia and move people and your organization much further and faster than they would go under ordinary conditions.
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