Getting Executive Buy-in for Employee Engagement

Executive Buy-In for Employee Engagement A man stands at a crossroads and must choose the problem or the solution path for better employee engagement

Do You Need to Get Executive Buy-In for Employee Engagement?
Are you looking to boost employee engagement at your company? After more than two decades of working with clients to improve their working environments so employees are fully engaged, we know one thing for sure—unless you get executive buy-in for employee engagement, success is doubtful.

The Three Big Steps to Get Executive Buy-In for Employee Engagement
The very first step to take is to define the problem in a way that will make executives sit up and take notice. Only when the problem of lagging employee engagement is articulated in a way that leaders care about will they spend the time and energy to help craft a solution. And only when executives are fully engaged in the process will you achieve your goal. First the problem…then the solution.

1.  Define the Problem with Hard and Relevant Data
Executives need to understand that low employee engagement is not just a “soft” problem. The costs of disengaged employees and unwanted attrition are well understood. According to four recent studies, the impact of lower employee engagement scores is pretty startling:

  • 12% lower profits
  • 19% lower operating income
  • 28% lower earnings per share

While higher employee engagement scores correlate to:

  • 18% greater productivity
  • 12% higher customer satisfaction
  • 51% less voluntary turnover

Be crystal clear about the problem you are trying to solve and the value of solving it compared to other strategic priorities.  Use hard data from employee engagement research and incorporate attrition data, exit interview data and employee feedback to make your case.

2.  Agree Upon Answers to the Following Questions Before You Start

  • Are Your Leaders Committed to Making It a Great Place to Work?
    Based upon over 500,000 employee engagement survey participants per year, this question has the highest correlation to overall employee engagement levels. In other words, before you embark on an engagement initiative, ensure you have leadership’s expressed commitment and follow through.
  • Is Senior Leadership Committed to Responding To The Results of This Survey?
    After your teams have openly discussed the findings and what they mean for them, it is time for the team come to agreement on the 2-3 key engagement areas that deserve the most attention.  Can your leaders commit to making it happen in conjunction with other business priorities?
  • Do Your Managers Have the Capability and Willingness To Share Engagement Survey Results?
    Leaders and managers must be able to effectively share and discuss survey results with their teams so that employees feel heard and have faith in next steps to make their company a great place to work.

3.  Present Your Plan
Schedule a presentation to leadership. Be well prepared with back-up data that shows how you came to your final recommendation.

  • Be prepared with succint answers to the questions they are likely to ask
  • Use only a few slides to present how your approach fits into the overall business and people strategies
  • Then get agreement on next steps

The Bottom Line
Once you have executive buy-in for employee engagement, the fun begins. Make sure you and your leadership team is set up to succeed before you start with hard data and a plan for success.

To access the latest  engagement and retention thinking to improve your chances to obtain executive buy-in for employee engagement, Download Our Employee Engagement and Retention Toolkit Now

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VP of Human Resources

We signed up with LSA early on–as their 22nd Member! Since then, our organization’s learning needs have increased and decreased and increased again with the changing times. The beauty of the LSA business model is its flexibility…when we needed to supplement our own internal resources, we used LSA services knowing that we could depend on the outstanding quality of the leadership development and management training programs they provide.

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HR Manager

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VP of Human Resources

We have been able to utilize LSA’s extensive network of top-notch resources to leverage our investment in employee development. The result has been the cost effective and highly efficient delivery of quality educational and management training programs.

Steve Feller
Vice President, Human Resources

I have worked with other training companies and found it to be more of a seller/buyer relationship than one of matching the right expertise to our business issues. That’s what LSA does – ask the hard questions, listen, and understand our business needs. We receive the benefit of their expertise from assistance with personal development plans to enhancing team performance, to looking at enterprise-wide challenges. It’s all about helping our business succeed as we grow. Right now, LSA is providing great ideas, a fresh approach, and valuable guidance as we develop our management team and accelerate our client relationship management results.

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Director, Team Development

I’ve been associated with LSA for the last 8 years and have found them to be an extremely professional, well managed full service training organization. Since working with LSA, I’ve participated in a number of solutions ranging from Performance Management to Assertiveness Training – I’ve found that the quality of the resources is superior. They are well prepared and have definitely done a considerable amount of pre-work in order to customize our culture and business into the total learning experience – making it most beneficial for our employees.

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Human Resource Manager

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Senior Manager, HR Destiny Sales Region

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Terri Wright-Scheer
Vice President Human Resources

LSA’s Employee Engagement Consulting and Survey work has provided critical visibility into: how well our people are holding up under the general economic environment, as well as, the specific challenges that face biotechnology companies in their efforts to discover and develop new medicines; their level of alignment and commitment to XOMA’s Vision and mission critical strategies; how leadership practices and management systems support an environment that engender commitment, and the specific actions that our leaders can take to improve on areas that are important to our people. I highly recommend LSA’s employee engagement solutions.

Chris Wells
Vice President, HR and IT

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