Employee Engagement For Dummies

by Bob Kelleher

Overview

The easy way to boost employee engagement

Today more than ever, companies and leaders need a road map to help them boost employee engagement levels. Employee Engagement For Dummies helps employers implement the necessary plans to create and sustain an engaging culture, allowing them to attract and retain the best people while boosting their productivity and creativity.

Employee Engagement For Dummies helps you foster employee engagement, a concept that furthers an organization's interests through ensuring that employees remain involved in, committed to, and fulfilled by their work. It covers: practical steps to boost employee engagement with your company or team; how to engage different generations of employees; the keys to reduce voluntary employee turnover; practical tools to help retain and engage your employees; processes that will boost employee retention and productivity; hiring the best fits from the start; and much more.

• Helps you recognize and understand the impact of positive employee engagement
• Helps you attract and retain the best employees

Employee Engagement For Dummies is for business leaders at all levels who are looking to better engage their employees and increase morale and productivity.

Product Details

ISBN-13:	9781118725795
Publisher:	Wiley
Publication date:	12/24/2013
Series:	For Dummies Books
Pages:	368
Sales rank:	1,002,315
Product dimensions:	7.30(w) x 9.10(h) x 0.90(d)

About the Author

Bob Kelleher is the founder of The Employee Engagement Group, a global consulting firm that works with leadership teams to implement best-in-class leadership and employee engagement programs. He is the author of Louder Than Words and Creativeship, as well as a thought leader, keynote speaker, and consultant.

Read an Excerpt

Employee Engagement For Dummies

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By Bob Kelleher

John Wiley & Sons

Copyright © 2014 John Wiley & Sons, Ltd
All rights reserved.
ISBN: 978-1-118-72579-5

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CHAPTER 1

Basic Training: Employee Engagement Basics

In This Chapter

* Defining employee engagement

* Identifying engagement drivers

* Hiring an engaged workforce

* Measuring and recognizing engagement

Something's not quite right at work. People talk about leaving as soon as the economy improves. They no longer speak well of the company to each other or to potential recruits. It's as though people are just getting through the day, the week, or the month — that they're only there for the paycheck. There's a growing sense among employees that they've become easily replaceable commodities — or, worse, that their positions could simply be eliminated to "save payroll." Or maybe things aren't so dire — people don't seem to be complaining, but your organization or department just lacks oomph. No one seems to be putting in the extra effort. Your colleagues seem to run out the door at quitting time.

Does any of this sound familiar? If so, what you're witnessing is a lack of engagement among employees. And you're not alone. In recent years, companies all over the world have seen employees tune out. Whether due to the changing global economy, job instability, changes in the world of work, changes in society as a whole, or any number of other reasons, this lack of employee engagement is a serious problem for businesses and workers alike!

Don't believe me? A 2013 report released by Gallup, titled "State of the American Workplace Report," concludes that only 30 percent of workers are engaged, 52 percent are disengaged, and 18 percent are actively disengaged. Author Mark Crowley of Fast Company likens the workforce to a crew team. On this team, three of the rowers are paddling like crazy, five are casually taking in the scenery, and two are actively trying to sink the boat. Obviously, this team will not win the regatta!

It's not just Americans whose boats are sinking, so to speak. A 2013 survey on engagement by Dale Carnegie Training found that, globally, 34 percent of workers are engaged, 48 percent are disengaged, and 18 percent are actively disengaged.

Fortunately, lack of engagement is a problem that you can solve. As you'll see in this book, you can take any number of steps to engage your employees. The first of those steps is simply to read on!

Say What? Defining Employee Engagement

So, what is employee engagement anyway? One common definition, which has become the gold standard, describes employee engagement as "the capture of discretionary effort." Discretionary effort refers to employees going above and beyond. This is in contrast to the ordinary effort required to simply get the job done without attracting negative attention.

Other definitions or descriptions you're likely to hear include the following:

[check] The capture of an employee's head and heart

[check] Employees who have their hearts and minds in the business

[check] Intellectual understanding and emotional commitment

[check] Employees who go the extra mile in loyalty and ambassadorship

[check] Employees who say, stay, and strive

[check] Employees who think and act as business people

My favorite definition, though, is my own:

Employee engagement is the mutual commitment between an organization and an employee, in which the organization helps the employee meet his or her potential and the employee helps the organization meet its goals.

This mutual commitment is what truly defines employee engagement and results in discretionary effort. It's also what makes employee engagement a win-win for both the employer and the employee.

REMEMBER

Although engagement is about capturing your employees' discretionary effort, it isn't based on workaholism!

Engagement is not a "program"

Engagement is more than a program; it entails a cultural shift — a change in how things are done and communicated from the top to the bottom of an organization. Engagement can't be shunted to the end of every meeting, where it will stand a higher chance of being given short shrift. It's no one person's job; it is an ongoing part of business. And after you embark on systemic employee engagement, there is no finish line — it's a journey without a destination.

Often, people confuse employee engagement with employee satisfaction. This is a mistake. You can always throw money around or offer perks to boost employee satisfaction. But satisfied and engaged are two very different things. Simply put, engagement boosts performance, while satisfaction does not. The last thing you as an employer want is a satisfied but underperforming employee — or worse, a whole cadre of satisfied employees in an underperforming business! Don't get me wrong: Having a bunch of happy and satisfied employees walking around is a-okay. Employee satisfaction very well may be an outcome of an excellent company culture. But unlike employee engagement, it shouldn't be your goal per se.

Engagement is not an end in and of itself. It's not about having things (for example, the best benefit program, the biggest workstations, or the highest bonus checks). It's not even about instituting a training program or a flexible workweek. Successful engagement is about acknowledging that a business is, in essence, like a society. When everyone pulls together with common purpose, both its citizens and its economy will thrive. Engagement is about people's heads as well as their hearts.

REMEMBER

For engagement to exist, there must be mutual commitment between the employer and employee. The employer helps the employee reach his or her untapped potential, and the employee helps the employer meet and surpass its business goals.

To sum up, employee engagement is about

[check] Mutual commitment between the company and employee

[check] People

[check] Relationships

[check] Alignment

[check] Shared purpose for creating the future together

[check] Success of the business and its employee

[check] Work environment and culture

[check] Continuous communication

[check] Opportunities for performers (and consequences for non-performers)

[check] Staff development

Engagement is not about

[check] Things

[check] Having the best of every amenity

[check] Avoiding making tough decisions

[check] Pleasing all the people all the time

There is no "there": Engagement is a journey, not a destination

When my kids were young, my wife and I often took them for Sunday drives to look at the New England autumn foliage. We quickly discovered that children are not into scenery and suffered through their never-ending badgering: "Are we there yet?" I still remember my wife responding, "There is no there" (meaning there is no destination — we're taking a drive and then returning home). This was a concept our kids could never really understand.

Engagement is a little like that. Because the rewards of an engaged culture are numerous and enduring, many leaders reading this book may be tempted to make engagement an action item to get "there" right now. There's nothing wrong with that enthusiasm, but it needs to be tempered by the sober realization that any kind of cultural change is a multi-year process. I like to refer to engagement, in particular, as "a journey with no destination." In other words, there is no there. Your engagement journey will be ongoing. You'll never "arrive." The journey doesn't meander, however; it takes companies with purpose from point to point, creating a road map along the way. There is always a goal to be set, measured, and communicated, and — if your organization fosters innovation — always another stop along the road.

Think about your quality programs. Best-in-class companies are never really satisfied with the level of quality of their products or services, which is why initiatives such as total quality management (TQM) have become part of the fabric of so many businesses. The same needs to happen with your engagement efforts.

What has surprised me since I left corporate America to spread the employee engagement gospel is how often I'm asked to counsel companies who don't really need much help. Indeed, many of them have already won various "Best Place to Work" awards! These companies already have an engaged culture but hire me in to help them get even better. They understand that there is no destination in their engagement efforts, just as there is no destination in their quality efforts. No doubt, these companies will seek out this book for even more ideas. And for all the other companies, this book is for you!

Making It Happen: Driving Engagement

Chapter 2 makes the business case for employee engagement. In it, you'll find out why employee engagement is such a big deal, the dangers of disengagement, as well as employee engagement's effect on employee turnover, customer satisfaction, profitability, and innovation. When you finish reading that chapter, you'll be hungry to learn what, exactly, drives employee engagement.

To whet your appetite, here are a few key strategies:

[check] Driving engagement with a sense of purpose: Companies that know their own purpose, values, vision, and strategic plan, and that believe in corporate social responsibility, are better able to win over the hearts and minds of their employees. And not surprisingly, employees who are duly won over are significantly more likely to be engaged! (See Chapter 6 for more on driving engagement with a sense of purpose.)

[check] Engaging employees through leadership: A manager manages process, programs, and data. Leaders, on the other hand, guide people, build followers, and steer organizations to success. Leaders are the ones who define and uphold an organization's principles. And it's leaders who really drive engagement in an organization. (See Chapter 7 for more on engaging employees through leadership.)

[check] Driving engagement across generations: People of different generations (Baby Boomers, Generation Xers, and Millennials) have different motivational drivers — which means they become engaged in different ways. Smart managers drive engagement by adjusting their communication, leadership, oversight, recognition, and patience levels when leading a department populated by people of different generations. (See Chapter 8 for more on driving engagement across generations.)

[check] Driving engagement through team development: Working with great co-workers, helping each other out, and having great camaraderie, trust, and love for one another is engaging. In other words, a great team environment can engage a person as much as a great job! (See Chapter 9 for more on driving engagement through team development.)

[check] Driving engagement through branding: Many firms focus all their branding efforts on their product brand — "what they do." But they invest virtually no time communicating their employment brand — "who they are." Ideally, "what we do" and "who we are" will be like two sides of the same coin. Engagement is about capturing your employees' heads and hearts. Firms that spend all their time branding "what they do" most likely are making an intellectual connection with their employees. But true engagement occurs when you make an emotional connection. This occurs only when you can define "who you are" and even "why you exist." When that happens, engagement flourishes! (See Chapter 10 for more on driving engagement through branding.)

[check] Engaging employees through gamification: For years, neuroscientists have known that people whose lives involve fun and enjoyment are healthier. The same is true of employees. One way to introduce fun as an engagement driver is to embrace the growing trend toward gamification (using game mechanics and rewards in a non-game setting to increase user engagement and drive desired user behaviors). Good gamification programs reward people for behaviors they're already inclined to perform or required to perform, increasing their engagement and enjoyment. In other words, gamification makes the things you have to do more fun. And injecting fun in the workplace goes a long way toward increasing employee engagement. (See Chapter 11 for more on gamification.)

To drive engagement, you must also have a firm grasp on what motivates people (see Chapter 4 for details), and commit to effectively communicating your engagement objectives (see Chapter 5). Finally, recognition (discussed in Chapter 17) is an important ingredient in your engagement stew.

REMEMBER

Before embarking on any effort to drive employee engagement at your organization, you need to accept that tangible results may not be immediately forthcoming. The investments you'll be making will take time to take root and grow. Many companies make the mistake of moving on to something else if they don't see immediate results. Accept from the outset that your initiatives may take up to two years to show their desired effects. It's a little like the grease pole at the county fair. Fairgoers eagerly climb the pole, but as they get closer to the top, they discover increasing amounts of grease. This results in a loss of grip and an embarrassing slide back down the pole. Well, your engagement efforts will likely be similar. If there is a business hiccup, a change in your market, a turnover of key staff, a change in leadership, or an economic downturn, your engagement efforts may slip down the grease pole. Don't get discouraged. Stay the course. Remember: Engagement is a marathon, not a sprint!

Also, accept that you'll never say, "Well, we're done with engagement. Now on to quality control, customer service, and so on." If you're hoping to check off a box marked "employee engagement" for Year X and then move on to the next important thing, not only will you be disappointed, but you'll engender cynicism about the entire process among your staff. And cynicism is corrosive to engagement.

Pick Me! Pick Me! Picking the Right People for Engagement

As you'll learn in Chapter 12, a big part of cultivating an engaged workforce is choosing the right people as employees. Often, when faced with selecting employees (in other words, hiring), employers focus on candidates' education and skills. And yes, those are important. After all, if you're looking to hire a rocket scientist, you should probably make sure any candidates you consider have the necessary schooling and abilities (think: knowledge of calculus and deftness with a pocket protector) to do the job. But really, it's a candidate's traits and behaviors that will be key to his or her success in an organization.

What kinds of traits and behaviors do engaged employees display? According to Gallup, engaged employees

[check] Show consistent levels of high performance

[check] Have a natural drive for innovation and efficiency

[check] Intentionally build supportive relationships

[check] Are clear about the desired outcomes of their roles

[check] Are emotionally committed to what they do

[check] Have high levels of energy and enthusiasm

[check] Never run out of things to do

[check] Create positive things on which to act

[check] Broaden what they do and build on it

[check] Are committed to their companies, work groups, and roles

REMEMBER

The specific behaviors and traits that you're looking for may differ from firm to firm. You'll want to pinpoint just what traits and behaviors you seek (see Chapter 12).

TIP

Of course, sussing out whether someone possesses these qualities during the course of a few interviews is no easy feat. For advice on telling interview questions and other hiring best practices, see Chapter 13.

After you've landed the perfect candidate — one whose traits and behaviors mesh with your firm — you'll want to take care to ensure that he or she gets up to speed as quickly as possible. That means using onboarding techniques that foster engagement. For details, see Chapter 14.

(Continues...)

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Excerpted from Employee Engagement For Dummies by Bob Kelleher. Copyright © 2014 John Wiley & Sons, Ltd. Excerpted by permission of John Wiley & Sons.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

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Table of Contents

Foreword xiii

Introduction 1

About This Book 1

Foolish Assumptions 2

Icons Used in This Book 2

Beyond the Book 3

Where to Go from Here 3

Part I: Getting Started with Employee Engagement 5

Chapter 1: Basic Training: Employee Engagement Basics 7

Say What? Defining Employee Engagement 8

Engagement is not a “program” 9

There is no “there”: Engagement is a journey, not a destination 10

Making It Happen: Driving Engagement 11

Pick Me! Pick Me! Picking the Right People for Engagement 13

Measure Twice, Cut Once: Measuring and Recognizing Engagement 14

Chapter 2: The Hard Sell: Making a Business Case for Employee Engagement 15

What’s the Big Deal? Why Employee Engagement Matters 15

Grow your own: Cultivating customer satisfaction with employee engagement 17

Profit margin: Driving profits with employee engagement 18

Danger, Will Robinson! The Dangers of Disengagement 18

Breeding Ground: Engagement Breeds Innovation (Or Is It the Other Way Around?) 22

We Are the Champions: Finding and Developing Engagement Champions 27

Objective Case: Setting Goals and Objectives for Your Engagement Plan 28

On a Budget: Budgeting for Engagement 30

Chapter 3: Engagement Gauges: Finding Your Employee Engagement Baseline 31

Survey Says: Conducting Employee Engagement Surveys 32

Working with a consultant 33

Asking the right questions 34

Analyzing the results 35

Communicating the results to your employees 37

Going forward after a survey 37

Exit Only: Conducting Exit Interviews 39

Who to interview and who should do the asking 39

When to conduct an exit interview 40

What to ask 40

Sit! Stay! Conducting Stay Interviews 42

Who to interview and who should do the asking 42

What to ask in a stay interview 43

Measuring Stick: Other Engagement Barometers 43

Assessing your training investment 44

Tracking employee referrals 45

Chapter 4: Motivation Nation: Engagement and Motivation 47

Outie or Innie? Understanding Extrinsic versus Intrinsic Motivation 47

Key Club: Identifying Key Intrinsic Motivational Drivers 49

A No-Malarkey Hierarchy: Putting Maslow’s Hierarchy of Needs to Work for You 52

A Yearn to Learn: Fostering a Learning Culture 55

Chapter 5: Talk to Me! The Importance of Communication 59

Mind the Gap: The Great Organizational Communication Fissure 60

Two-Way Street: Establishing Two-Way Communication 61

Bob the Builder: Building a Communication Protocol 63

Tool Time: Maximizing the Various Communication Tools 67

Face to face 68

Phone 69

E-mail 71

Social media 71

Putting it all together 72

He Said, She Said: Resolving Conflict 75

Identifying your conflict-management style 75

Resolving conflict with ease 79

Dealing with difficult people 80

Ch-Ch-Ch-Ch-Changes: Communicating Change 82

Talking It Up: Communicating Your Engagement Efforts 84

Communication Don’ts 86

Part II: Strategies for Driving Engagement 89

Chapter 6: Winning Their Hearts and Minds: Driving Engagement with a Sense of Purpose 91

Sightseeing:

values Building Your Line of Sight 91

Identifying your firm’s purpose 93

Defining your firm’s 95

Identifying your organization’s vision 96

Building your strategic plan 97

Promoting your purpose, values, and vision 98

Be Responsible! Engaging Employees through Corporate Social Responsibility 100

Chapter 7: People Who Lead People: Engaging Employees through Leadership 105

Vice Versus: Management Versus Leadership 105

The Big 12: Identifying 12 Leadership-Based Engagement Drivers 107

Top It Off: Leadership Starts at the Top 108

Purple People Leader: Identifying the Behaviors and Traits of Engaged Leaders 110

Here Comes the Train Again: Training Managers to Become Engaged Leaders 113

Put Me In, Coach! Coaching for Engagement 115

A quick guide to coaching 115

Using the GROW model 118

Do This, Not That: Identifying Leadership Best Practices 119

I feel you, man 119

Offering a hand up 120

You’re not the boss of me! 120

Recognize, recognize, recognize 120

Chapter 8: Talkin’ ’Bout My Generation: Driving Engagement across Generations 121

Boom Baby: Attracting, Training, Engaging, and Rewarding Baby Boomers 122

Attracting and hiring Boomers 123

Training Boomers 123

Engaging Boomers 124

Rewarding Boomers 125

X Marks the Spot: Attracting, Training, Engaging, and Rewarding Generation X 126

Attracting and hiring Generation X 126

Training Generation X 127

Engaging Generation X 128

Rewarding Generation X 128

Y Ask Y: Attracting, Training, Engaging, and Rewarding Generation Y 130

Attracting and hiring Generation Y 131

Training Generation Y 131

Engaging Generation Y 132

Rewarding Generation Y 134

Putting It All Together 134

Chapter 9: Go, Team! Driving Engagement through Team Development 139

Yay, Team: Identifying Characteristics of an Engaged Team 139

Stormin’ Norman: Exploring Tuckman’s Stages 141

The forming stage 143

The storming stage 144

The norming stage 145

The performing stage 146

Putting it all together 147

From a Distance: Leading Teams from Afar 150

Team Player: Exploring Team-Building Activities 151

Running a successful team-building activity 152

Tackling common challenges 153

Looking at effective team-building activities 154

Hit Me with Your Best Shot: Conducting a High-Impact Team Workshop 161

Chapter 10: Brandy, You’re a Fine Girl: Driving Engagement through Branding 163

Better Relate than Never: Understanding How Branding and Engagement Relate 164

Hello, My Name Is _____: Defining Who You Are 165

Talking It Up: Communicating Your Employment Brand 168

Branding internally 168

Branding externally 169

Tri-Angle: Understanding Tri-Branding 171

Enlisting your employees as brand ambassadors 173

Making sure your customers sing your praises 174

Leveraging other stakeholders in your tri-branding efforts 175

Chapter 11: Game On! Driving Engagement with Gamification 177

Paging Mr Webster: Defining Gamification 178

But What Does It Do? Understanding What Gamification Does 178

Get with the Program! Developing a Gamification Program 179

Pinpointing your business objectives 179

Identifying desired behaviors 181

Choosing rewards 182

Selecting game mechanics 184

Part III: Selecting the Right Employees to Increase Engagement 189

Chapter 12: You’re Hired! Hiring for Engagement 191

Trait Up: Pinpointing Key Behaviors and Traits 192

Good, Better, Best: Using the BEST Approach for Job Selection and Advancement 194

Assembling the BEST job description 196

Looking at a sample BEST characteristics matrix 199

Mix and Match: The Importance of Diversity 203

Heads or Tails: Hiring from the Outside or Promoting from Within 204

Identifying investment employees 205

Spotting performers 206

Recognizing potentials 206

Identifying transition employees 207

What Newspaper Ad? Leveraging Social Media 208

Exploring LinkedIn 209

Using Facebook for recruitment 209

Connecting with potential recruits on Twitter 210

Using YouTube to find prospective employees 212

Making the Sale: Selling Yourself to Prospective Employees 213

Chapter 13: Why Do You Want to Work Here? Interviewing Job Candidates 217

Best in Show: Interviewing the BEST Way 217

Step 1: Develop your BEST profile 217

Step 2: Develop your interview questions 218

Step 3: Conduct preliminary phone interviews 218

Step 4: Prepare for the face-to-face interview 220

Step 5: Hold the face-to-face interview 222

Step 6: Collect input from your selection team 223

Step 7: Check references 224

Step 8: Extend an offer of employment 226

Kick Ask: Asking the Right Questions 227

Assessing the Candidate’s Responses 233

Weighting questions 233

Rating answers 234

Scoring candidates 234

Chapter 14: All Aboard! Onboarding Techniques to Foster Engagement 235

What’s the Big Deal, Anyway? The Importance of Onboarding 236

Brain Swap: Considering Things from the New Employee’s

Point of View 237

The Final Countdown: Preparing for a New Employee 238

What to do before day one 238

What to do on day one 240

What to do during week one 240

Great Expectations: Performance Management and Onboarding 242

Part IV: Measuring and Recognizing Engagement 245

Chapter 15: Measure Up: Measuring Performance and Engagement 247

Score! Building a Balanced Scorecard to Measure an Organization’s Performance 248

Designing an effective balanced scorecard 249

Maintaining your balanced scorecard 250

Communicating results 250

Take It Personally: Measuring Individual Performance 252

Team Player: Measuring Team Performance 254

Measure by Measure: Measuring Employee Engagement 257

Key metrics for measuring employee engagement 257

Assessing your team’s level of engagement 258

Chapter 16: Goal! Setting Performance Goals and Conducting Performance Appraisals 261

Get Smart: Establishing SMART Performance Goals 261

Don’t Be a Tool: Retooling the Performance Appraisal Process 264

Building an employee development plan 265

Conducting 360 assessments 270

Collecting “more of, same as, less of” feedback 273

The Secret of Your Succession: Building Succession into Performance Appraisal 276

Identifying successors 277

The great disconnect 277

Leadership development 278

Chapter 17: You Win! Rewards and Recognition 281

The Rewards of Rewarding: Understanding Rewards 281

Designing a total rewards strategy 282

Developing your compensation strategy 284

Avoiding reward pitfalls 289

Rec Center: Recognizing Employees 290

Building a recognition program 291

Setting a recognition budget 293

Recognition ideas and best practices 293

Providing positive feedback 294

Building a celebratory culture 295

Chapter 18: Help Me! Helping Struggling Employees 297

Copping an Attitude: Aptitude- Versus Attitude-Based Disengagement 298

Determining whether the disengagement comes down to aptitude or attitude 298

Looking at the reasons for aptitude- and attitude-based disengagement 301

Plotting employees using the aptitude/attitude matrix 303

Throw Me a Line! Helping Underperforming Employees 307

You’re Fired! A Word on Firing 308

Part IV: The Part of Tens 311

Chapter 19: Ten Ways to Engage New Hires 313

Start Before the First Day 313

Make the New Hire Feel Welcome on Day One 314

Load ‘Em Up with Swag 314

Give the New Hire a Welcome Tour 315

Stop Making Snoozer Introductions 315

Recognize That Cliques Exist — Even in the Business World 315

Introduce New Hires to the C Levels 316

Take the Mystery Out of It (and Stay More Productive Yourself) 317

Have New Hires Meet with Key People in the First Month 317

Set Goals for New Hires 318

Chapter 20: Ten (Or So) Additional Employee Engagement Resources 319

Drive: The Surprising Truth About What Motivates Us, by Daniel H Pink 319

Investing in People: Financial Impact of Human Resource Initiatives, by Wayne Cascio and John Boudreau 320

Gallup’s State of the American Workplace Report 320

The Employee Engagement Group 321

1501 Ways to Reward Employees, by Bob Nelson 321

How to Win Friends & Influence People, by Dale Carnegie 321

Shackleton’s Way: Leadership Lessons from the Great Antarctic Explorer, by Margot Morrell and Stephanie Capparell 322

Who’s Sinking Your Boat, by The Employee Engagement Group 322

The University of Windsor Employee Engagement & Development Website 323

Love ’Em or Lose ’Em: Getting Good People to Stay, by Beverly Kaye and Sharon Jordan-Evans 323

Business Gamification For Dummies by Kris Duggan and Kate Shoup 324

Chapter 21: Ten Ways Engaged Employees Help Your Bottom Line 325

It’s All About the Effort, Baby! 325

Voluntary Turnover Is Expensive 326

I’m Really Not That Sick! 326

The Bottom Line Is the Bottom Line 326

A Happy Customer Is a Returning Customer 327

Innovate or Perish 327

Hey, Want to Work for My Company? 328

“I’ll Volunteer” 328

Doing Well by Doing Good 329

Can You Expand Your Margins? 329

Index 331