The Importance of Respect and Trust to Employee Engagement in 2010
It’s no secret: the state of the economy has forced organizations in all industries and markets to make difficult, and sometimes painful, budgetary cuts and layoffs. Undoubtedly, many workers are questioning your commitment to them. Organizations that continue to focus on key employee engagement factors guard themselves against a turnover “backlash” occurring once the economy begins to solidly improve.
It comes as no surprise that over the course of the recession, the overall amount of Engaged Employees has increased, as exerting extra effort and showing commitment at work have become vital to protecting one’s own job security. Nor does it shock anyone to learn that employees also have decidedly less faith in Senior Management to keep promises and honor commitments to employees.
However, according to the same research, the nation has greatly increased the level of trust between employees and direct supervisors who have been banding together to weather the economic storm and keep their organizations afloat. The first key to “making it” through the recession is to act like a company that is going to “make it.” The manner in which a company acts in times like these defines its reputation and reveals its true values. It is a test of senior management's commitment to employees and holds them accountable during trying times.
In this webinar you learned:
- Linkage between employee engagement and respect and trust
- Key questions that are critical to drive the transformation of change
- How to layout clear expectations
- Ways to set the course for change
- How to influence senior management and gaining credibility
- Strategies to build a solid foundation of trust
Monster thanks our presenter, Kevin Sheridan.
CEO & Chief Consultant, HR Solutions, Inc.
Mr. Sheridan is Chief Executive Officer and Chief Consultant of HR Solutions, Inc. and directs all survey work conducted by the firm. He has extensive experience in the field, having co-founded three successful survey-related organizations. Mr. Sheridan received a Masters in Business Administration from the Harvard Business School in June 1988, concentrating his degree in Managerial Decision-making and Strategy, Human Resources Management, and Organizational Behavior.
Prior to business school, Mr. Sheridan spent four years with the Chase Manhattan Bank, N.A. in New York City, London, and Japan. As Relationship Manager and Second Vice President, he directed Chase’s business relationships with 37 Japanese banks and trading companies and eight Australian banks. Mr. Sheridan has done consulting for some of the world's largest corporations and has earned several distinctive awards and honors. One of his most notable recognitions was for the creation of HR360, which won Human Resource Executive Magazine’s HR Product of the Year Award. He is a frequent speaker at national and international conventions, and his work has appeared in many different mediums. He is also an avid volunteer.