Employee Engagement - Global Considerations

Employee Engagement – Global Considerations

By: Brent Stackhouse, MBA

CEO/CVO, Consultancy Firm Manager

AB, International Relations, William & Mary ● MBA, Management, Troy University

The Stackhouse Agency, LLC

www.StackhouseAgency.com

July 19, 2016

Global Considerations are an important aspect of Employee Engagement. Technology, Efficiency, Behavioral Economics, Trade, Word Pictures, Specialization, and Nudging/“Intelligent Choices” are major parts of the Global Considerations - Employee Engagement relationship. Global regions vary in workplace views. Some regions find workplace environments more attractive and meaningful than other regions find their working conditions. Companies are impacted by the role of trade, products, international markets, and regional perspectives. Employee Engagement provides greater insight to an organization when global considerations are included in its assessments.

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Representation of specific organizations is not implied.

Behavioral Economics; Employee Engagement; global considerations; technology; workforce

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Employee Engagement - Retention

By: Brent Stackhouse, MBA

CEO/CVO, Consultancy Firm Manager

AB, International Relations, William & Mary ● MBA, Management, Troy University

The Stackhouse Agency, LLC

www.StackhouseAgency.com

July 17, 2016

The Stackhouse Agency, LLC has continued to view data and reports about Employee Engagement. Many discussions in recent months have included widespread reports about relatively low unemployment numbers. While many people have attained employment, many also consider themselves underemployed. There are leaders and managers at prestigious or lucrative companies that have discovered numerous perks are required to retain a very talented and well-educated workforce. Many factors contribute to employee engagement. With an availability of options for the well-skilled, pay and resources are important keys to employee engagement metrics. Companies are now distinguished by size, location, resources, and the ability to provide a distinctive impact through prominent players or through a distinctive company purpose. In the current market environment, the distinguishing traits may provide a dynamism or magnetism surrounding companies. Employees may enjoy the actual workspace of organizations, the region in which an office or headquarters building is located, and the ability to have meaningful work. As companies utilize employee engagement metrics, their role in business is clarified and the retention of employees becomes more determinable.

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Representation of specific organizations is not implied.

analysis; demographics; economy; Employee Engagement; magnetism; Retention; workforce

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Employee Engagement - Dimensions

By: Brent Stackhouse, MBA

Consultancy Firm Manager

AB, International Relations, William & Mary

MBA, Management, Troy University

The Stackhouse Agency, LLC

www.StackhouseAgency.com

April 18, 2016

Employee Engagement measurement has developed over the years. Changing aspects of the workforce and considerations of organizational culture are impacting certain employee engagement dimensions in 2016 and in subsequent years. Many employment positions are less traditional, as shifts within the economy have been noticed. Some people utilize co-working spaces, others work more frequently based upon “on-demand” requests rather than other traditional schedules. While employee engagement surveys often include areas of improvement and areas of consensus - demographic and economic considerations are extremely relevant as some positions become less common and other positions are burgeoning.

Continued areas of analysis are needed to provide insight for individuals and larger organizations. Through an understanding of workforce dynamics and employee engagement, workers may have many occasions to provide excellent service within their companies and express acclamatory attributes about the organization. Workers encountering newer work opportunities may discover the benefits of recognizable employee engagement qualities and measurement tools. Demographics and geographic considerations are important for current economic analysis and business modeling. Employee Engagement has been shown to provide quantifiable benefits for organizations of various work scenarios.

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Representation of specific organizations is not implied.

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Employee Engagement - Measurement

By: Brent Stackhouse, MBA

Consultancy Firm Manager

AB, International Relations, William & Mary

MBA, Management, Troy University

The Stackhouse Agency, LLC

www.StackhouseAgency.com

March 25, 2016

Employee Engagement can be assessed with clear characteristics. For additional benefits to be derived, some form of additional measurement is needed. An organization may understand a certain amount of the engagement level of employees from basic operations and a select time horizon. The benefits of employee engagement often lead to noticeable business outcomes for various organizations. The aspects of employee engagement and its measurement can be utilized to formulate an overview or synopsis of the organization. Many organizations are achieving greater optimization through a furtherance of employee engagement value and measurement. Certain tools provide additional quantifiable aspects to customary areas of business analysis.

Some areas assisting in a quantifiable business return of value include:

Segments of analytics
Measurement firms
Identifiable business objectives

Employee Engagement and its measurement are an important part of business planning and business modeling.

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Representation of specific organizations is not implied.

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