The Extra Mile

6

The context

Every organization has its own, often unspoken, set of issues, its own reality, born out of its history. Unsurprisingly, companies that have seen a range of management fads come and go will be naturally resistant to change programmes. In fact, human beings are generally and wisely resistant to change for its own sake. Understanding your organizational culture involves recognizing these unconscious reactions and allowing for them when drafting out your engagement plan.

In Part One we set out the top drivers of engagement in detail. The recognition of these drivers was enabled by the volumes of employee comments which came out of extensive research. However, a simple tabulation of engagement drivers does not constitute an action ...