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Article Title: Employee Engagement Matters for E-Learning

Publication: Elearning! Magazine (March/April 2011)

Summary: This article first appeared on the Integrated Learnings: eLearning site, and was reprinted (with permission) in Elearning! Magazine.

According to most definitions, an “engaged” employee is a high-quality performer who takes personal responsibility to work toward the success of an organization. This article explores how an organization’s level of employee engagement influences the effectiveness of eLearning. It also suggests how training professionals can use their core skills to help to enhance employee engagement in their organizations.

Click here to read the full article in Elearning! Magazine.

Click here to read the full article on Integrated Learnings: eLearning.

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Article Title: Employee Engagement Matters for eLearning

Publication: Integrated Learnings: eLearning

Summary: According to most definitions, an “engaged” employee is a high-quality performer who takes personal responsibility to work toward the success of an organization. This article explores how an organization’s level of employee engagement influences the effectiveness of eLearning. It also suggests how training professionals can use their core skills to help to enhance employee engagement in their organizations.

To systematically enhance engagement, it must be measured (typically done through a survey)…and the organization must act on the results. Unfortunately, many companies fail to act on survey results, which can actually lead to negative consequences like frustration, disillusionment, and distrust on the part of employee respondents. I’m not going to claim that you can transform a group into a highly engaged workforce overnight. But, you can help an organization make progress.

Click here to read the full article.

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Article TitleHow Should Organizational Leaders Use Employee Engagement Survey Data? (link connects to article abstract)

Publication: Performance Improvement Journal

Summary: This evaluation study explores how a nonprofit health insurance provider responds to the results of its annual employee engagement survey. The study answers two questions: (a) What do organizational leaders do with the data collected? and (b) How do leaders perceive the usefulness of the survey? It provides study results, discussions, and recommendations relevant to human performance technology practitioners, to help maximize the value of an organizational survey by increasing its usefulness as a catalyst for change.

Comments: I think almost every company I’ve worked for has conducted some kind of employee engagement or employee satisfaction survey.

Some organizations do all they can to communicate the results of the survey to its workforce and highlight positive changes that come as a result. Other organizations seem to let the survey slip off the radar, leaving employees to wonder whether their voice was heard. Skeptical employees even wonder whether the survey is worth their time to complete.

I opted for applied research when I chose my thesis study topic for my master’s degree. The study investigated how a non-profit health insurance company uses the results of its employee engagement survey and why. The article published in this month’s Performance Improvement Journal is an abridged report of this study.

Note: This article is co-authored with my thesis committee.

Click here to view the full article abstract from the Performance Improvement Journal site.


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