What does it mean to be ‘engaged’? For every employer, it could translate into something different. An engaged company typically means there’s a large focus on employee recognition, training and development, and developing credible leadership. Keeping your workforce engaged means happier committed employees and a longer retention rate. When we analyzed our top accounts at The National Conference Center, we saw a trend in training and development – 78% of the top 30+ accounts are focused on training.
The Three Building Blocks of an Engaged Workforce…
- Employee recognition - According to Fred Lang a former Chief Learning Officer for the U.S. Department of Commerce, “Valuing [an employee’s] skills and talents is one of the greatest retention tools.” Employees receive a confidence boost from in-person coaching that enables them to improve their skills and develop new ones. When managers recognize skills that employees aren’t utilizing, training can be offeredto improve and develop those skills, which boosts employee engagement and, as a result, can increase company financial performance.
- Training and development – On-going training throughout an individual’s career gives them the tools they need to succeed. At Ernst & Young, Margie Kersten, a learning leader for the company says one long-term company benefit of is that participants who receive training feel more connected to coworkers who are also in training. As a result, they are more engaged in their work, invested in the company and likely to stay. DiversityInc ranks Ernst & Young fourth for Recruitment and Retention, so Kersten’s spot-on notion rings true.
- Credible leadership – What makes a leader credible? Someone who is trained on business policies, ethics and has the skills to lead the organization to success. And, every senior-level executive needs the skills and leadership abilities to be an effective manager, and in turn, ensure satisfied and engaged employees. While identifying future leaders within the organization is an important practice Lang believes in, he explains that you cannot identify people for high-level leadership positions and expect them to automatically possess the skills and leadership abilities required of them. Lang insists, “You have to start lower. Leaders are leaders, but some of the leadership skills can be learned from other organizations that do it well.”
At The National Conference Center, training – more specifically, leadership training – comprises the largest part of our business. Training senior executives and employees beyond the first day is an investment in further developing employee skills, retention and an engaged workforce. High-quality employees are no longer willing to stay with a company where they don’t feel engaged and aren’t receiving further career development with training. Read the white paper “Invest in Training and I’ll Stay” to find out why training is non-negotiable for companies to compete and retain top-notch employees.
