Have you ever had to change a tyre manually? Hard work, isn’t it? Although we’ve all got tools to change a tyre in the boot of the car, how much effort do we need to put in to achieve this? I’m no expert myself, but I suspect that within a matter of time; after watching YouTube tutorials, combined with excessive physical labour, you could eventually get the job done, wipe the sweat off your forehead after your exertions, and get on your way.
On the 13th April 2015, The Engagement Coach began trading for the first time. Whilst the initial days were daunting, we have had the pleasure of working with some fantastic HR Directors and CEOs of some amazing brands. All of this has been achieved through amazing friends, partners, and associates who have helped to deliver our focus: Engaging People, Powering Companies.
Research has always been an essential component in the work we carry out at The Engagement Coach. With our continued focus on the latest research into the science of human behaviour, we are pleased to announce Professor Richard Crisp is joining the team to provide his expertise into human motivation and behaviour, with a particular focus on leadership and management development.
I’ve been to a number of conferences recently where there is more talk of the impending doom that the digital world is going to bring to us. No doubt you will have read about the recent articles sharing how any role or job that involves repetition is at risk of being taken over by robots. These bold claims combined with our changing view of experts, following the shock of Brexit and the Trump election, means you could be forgiven into writing these claims off.
Employee engagement isn’t as simple as it sounds. Yes, this usually involves a survey. Yes of course it’s confidential and you can tell us anything you want, because we really want to know what you think, so we can make a positive difference by addressing the big issues. And yes, the truth of how colleagues are feeling can be uncomfortable. So much so in fact, that whilst it can be clear what story the data is telling, the painful truth can force through a focus into over-analysing / reviewing the data to find a more comfortable or more palatable truth.
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