In chapter 2 of The Employee Experience: How to Attract Talent, Retain Top Performers, and Drive Results, co-author Tracy Maylett explains the "Expectation Gap." Maylett discuss how to close the gap that exists between employee and manager in order to create a more effective employee experience.

Listen to Matthew Wride, co-author of the book, "The Employee Experience: How to Attract Talent, Retain Top Performers, and Drive Results," as he talks through the premise of chapter 1, "You're Digging in the Wrong Place."

The Employee Experience: How to Attract Talent, Retain Top Performers, and Drive Results is a business book by authors, Tracy Maylett, Ed.D. and Matthew Wride, J.D., P.H.R. The book has one overarching goal: stronger organizations. That means better companies, teams, hospitals, schools, churches, communities, teams, volunteer organizations...you name it. Regardless of the scope of the organization, we want our readers to enjoy success. The book aims to help you become experts in the Employee Experience and drive a new era in which the employees are not simply easily replaceable labor but partners in creating something extraordinary. Before you can have a great customer experience, you must have an effective employee experience.

The Employee Experience (EX) creates the Customer Experience (CX). Listen as the authors of, The Employee Experience: How to Attract Talent, Retain Top Performers, and Drive Results, discuss how the Wells Fargo employee experience damaged their customer experiences with the latest news of sales reps creating false accounts to hit their sales goals.

DecisionWise Principal Consultant, Kristin Chapman, provides best-practice advice on how to develop your organization’s employee value proposition. Employee Value Proposition (EVP) is the value an employee receives from the organization in exchanged for his or her work. It includes all of the tangible (i.e. compensation, benefits, work schedule) and intangible benefits (i.e friends at work, safety, respect). Every organization has an EVP whether they have formally defined it or not and the EVP is different for various groups of employees. By understanding your organization’s EVP and leveraging it appropriately, you can attract, retain, and engage top talent in today’s highly competitive environment.

This episode is part 3 of the Transition into Management series. In this episode Matthew Wride discusses 6 communication strategies to effective leadership. Learn these specific communication strategies to better build peer networks and create a smooth transition into leadership.

Learn about conflict management styles and strategies from Dr. Marcy Fetzer as she provides insight into how to approach conflict and the five modes of handling conflict.

This episode covers how to build a peer network within your organization and is part 2 of the "Transition Into Management" series. This podcast episode covers the importance of building an effective network of peers within your organization and the 7 ideas to take you from super-doer to super-manager.

The "Recognizing Leadership Derailers" episode covers leadership derailer, 13 common leadership derailers, and the toxic combinations that we have seen when you mix them together.

What is a derailer?

• Derailers are behavior CHALLENGES that undermine our results.

• A derailer is a behavior that gets in the way of optimal results.

• A derailer is not just a weakness. We all have many weaknesses that we may not need to develop to succeed. A derailer is a weakness that requires improvement if we are to realize our potential.

After the employee engagement survey results come in, you have all of this information. What do you do with it? The temptation is to try to tackle everything. So it’s important when doing an engagement survey, that you have a plan for what to do with the information.

When action is not taken—or when plans are disjointed and not cohesive, a company runs the risk of showing no improvement, and in some cases engagement dropping from one year to the next.

 

So it is critical that high level results are looked at, analyzed and acted upon by leaders in the company.