by clicking on the page. A slider will appear, allowing you to adjust your zoom level. Return to the original size by clicking on the page again.
the page around when zoomed in by dragging it.
the zoom using the slider on the top right.
by clicking on the zoomed-in page.
by entering text in the search field and click on "In This Issue" or "All Issues" to search the current issue or the archive of back issues respectively.
by clicking on thumbnails to select pages, and then press the print button.
this publication and page.
displays a table of sections with thumbnails and descriptions.
displays thumbnails of every page in the issue. Click on a page to jump.
allows you to browse through every available issue.
FCW : August 15, 2013
the public sector," he wrote. "At the same time government is being castigated and hamstrung by bud- get cuts, the public continues to ask the public sector to solve some of the toughest and most intrac- table problems." He de nes employee engage- ment as "a heightened employee connection to work, the organi- zation, the mission or cowork- ers." Organizations with engaged employees perform better than those with disengaged, unmotivat- ed employees. "According to Gallup, high- engagement organizations are almost 20 percent more productive than their low-engagement coun- terparts," he wrote. The Merit Systems Protection Board has reached a similar con- clusion. Its 2012 survey of 37,000 federal employees found that higher levels of employee engage- ment were linked to: • Higher rates of success in achiev- ing strategic goals. • Higher employee retention. • Fewer days of sick leave and less time lost to work-related injury or illness. • Fewer equal employment oppor- tunity complaints. The organization s research, which Lavigna uses to support his argument, also revealed that levels of engagement often differ by racial and ethnic groups. Speci cal- ly, Asian employees were the most engaged, and Native American employees were the least engaged. Those ndings have implica- tions for the Partnership for Public Service s recent report on federal employees satisfaction with sup- port for diversity at their agen- cies. The results imply that when employees feel empowered, higher levels of engagement follow. Clearly, strong employee engage- ment is important for agencies that want more productivity and happier employees, and Lavi- gna offers dozens of studies and research ndings that support that connection. But how do lead- ers create more engagement? He answers that question in a way that he says differs from other books. He focuses more on the science of employee engagement and the research that supports its power. He also concentrates on the public sector and the unique challenges it faces. Lavigna presents many strat- egies for improving employee engagement rather than a one-size- ts-all approach. "From the start, it is important to understand that there is no sil- ver bullet to achieve high levels of employee engagement," he wrote. "Instead, what s needed is silver buckshot --- an integrated series of actions, speci c to each govern- ment jurisdiction or agency, to measure and then improve engagement." He does, however, offer a tool that public-sector organizations can use to assess and improve employee engagement (see "5 steps to increased engagement," below). It is, he said, "a journey worth embarking on to help gov- ernment --- the nation s largest and perhaps most important employer --- achieve its potential." ■ Robert Lavigna offers a detailed strategy for measuring and continu- ally boosting employees' engage- ment by conducting surveys on a regular basis. Here is an overview of his process model. 1. Plan the survey. Decide whom to survey, what questions to ask, when and how to administer the survey, and how the results will be analyzed. 2. Conduct the survey. Develop the survey in-house or use a pre-existing survey, then administer it yourself or hire a contractor to conduct it. Maximize response rates by provid- ing online and print versions of the survey, and follow up to make sure employees take the time to complete it. 3. Report and analyze the results. Review the results question by question to identify areas that need improvement, and consider allowing employees to explain their respons- es and provide additional insights. 4. Take action. Follow up on the sur- vey's results; not taking action can decrease the level of engagement. Form an action team composed of employees from all levels to analyze data, develop recommendations and create detailed action plans. 5. Sustain engagement. Measure employee engagement via surveys on a regular basis. Hold everyone, including leaders, accountable for maintaining and improving engagement. 5 steps to increased engagement August 15, 2013 FCW.COM 31
July 30, 2013
August 30, 2013