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  • Comprehensive
  • Applicable
  • Concrete Examples


Nearly 75% of employees don’t like their jobs. They don’t work hard at them or care about their customers. The result is no surprise: companies with disengaged employees don’t do as well as firms with employees who are engaged. But what can you do if your staff members tune out? HR experts Debra Corey and Glenn Elliott offer a “rebel playbook” that shakes up the status quo. They include numerous “plays” – mini-case histories showing how companies with great engagement connect with employees. Corey and Elliott outline a 10-step “Engagement Bridge Model” as a strategy for turning things around. They urge you to address workspaces, employee well-being, remuneration, communication, meaning, leadership, management, “job design,” learning and recognition. And they tell you how. getAbstract recommends their methods to anyone who exercises organizational authority.

About the Authors

Glenn Elliott is the founder of Reward Gateway, a UK firm working with integrated employee engagement technology. Debra Corey has held senior HR roles at several major corporations.   



Treat Employees Well

Companies with strong employee engagement do twice as well in the stock market as companies without it. They are superior innovators, provide better customer service and experience 50% less turnover. This has been a marketplace reality for almost 20 years. Employee-oriented companies develop cultures that support engagement. In these cultures, employees subjugate their needs to company goals and priorities. Research that multiple organizations conduct – including Gallup, Great Place to Work, Best Companies and Glassdoor – establishes the correlation between superior business results and employee engagement.

Marks & Spencer

Retailer Marks & Spencer, a department store chain in the United Kingdom, exemplifies the strong link between employee engagement and bottom-line results. The company has 1,000 stores and 85,000 employees. Stores scoring in the top 25% for employee engagement are more likely to attain high ratings for service. These stores experience “25% less staff absence” than firms in the bottom 25% in employee engagement. Stores with the most engaged employees deliver the best customer service...

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