Enterprise Re-Engagement: Will Corporates Get It?

My latest posting on Communitelligence and the Employee Engagement Network raises the issue of why corporations, while needing to engage their full range of social, political and environmental stakeholders, could be well served to place employees at the heart of their broader engagement strategies.

Such an approach is not without risks.  Expecting employees to fight corporate battles in the public and political sphere is seen by some as a breach of labor-management etiquette, and also will require a new framework of trust to be generated between employee and employer following the shocks of the last few years.

However, employees and employers may be faced with little choice.  Both are more vulnerable to market shocks and competitive pressures—leaving relationships and reputation as the thin shield that affords them any protection whatsoever.  Whether corporations can join together their collective thinking about stakeholder engagement—or whether the current thinking of employee engagement as a sort of free lunch for employers ends up prevailing—is likely to have a decisive impact in the next few years.

The full posting is available at Communitelligence at: http://bit.ly/c7j4rM

From “Employee Engagement” to “Enterprise Re-Engagement”

Challenging the often “one-size-fits-all” mentality pervasive in the discussion about engagement in the workplace, I’ve posted an alternative approach to the Employee Engagement Network called “Enterprise Re-Engagement”.

Enterprise Re-Engagement challenges organizations to pursue a meaningful, two-way approach to engagement that openly acknowledges changes in organizations’ economic and employment environments, targets approaches that are appropriate to the growing number of contingent workers as well as to ‘permanent’ employees, and seeks to stimulate creative friction and innovation as well as satisfaction and loyalty.

The piece can be found at the Employee Engagement Network at: http://bit.ly/6AhKhW