Employee Engagement For High Performance in Aviation


Successful managers know they have to engage their workforce. Engaged employees are emotionally and intellectually committed to the success of the organisation. They go the extra distance; are more productive; have lower stress levels; enjoy greater work satisfaction and stay longer with the organization. Very high Employee Engagement is associated with significantly better business performance on multiple measures. Having an engaged workforce is critical to organisational success. A distracted workforce is less than effective. Employees who do not pay attention to their work can waste valuable time and make careless mistakes.

This course will develop employee engagement as a useful skill that allows managers to connect with their employees on an emotional level and motivate them to focus on their work and how to reach their personal and company goals. It examines why employee engagement is important and valuable, how to foster and measure employee engagement and link it to key organisational goals and outcomes.

Place Duration Date Range Fees
GATA  3 Days  On Request GHS 1200.00

What you will Learn

Lead/facilitate planned processes of change to diagnose, design, develop, deliver, and assess Employee Engagement for improving company performance;

Develop structured responses to complex contextual factors and trends affecting Employee Engagement and company performance;

Design jobs to motivate and engage

Deploy appropriate Framework and /or Models for delivering high-impact change;

Apply the knowledge of Key Drivers of Employee Engagement in designing appropriate interventions;

Identify the different types of attention

Develop strategies for an engaged workforce

What is Covered

Today’s business reality

Managing times of changing people

What people want; employees versus employers want

Defining engagement

Satisfaction versus engagement

Gallup’s Q12 index of engagement

The engagement business case; the Return on Investment (ROI) of engagement

The Antecedents, Behaviors, Consequences (ABC) model of engagement

Why people do what they do

Carrots or sticks

The ABC model

Behaviour modification

The ABC model for behaviour modification

Antecedents at work

The top engagement antecedents – expectations

What makes consequences effective

Consequences that kill engagement

Positive and negative reinforcement

Organizational tools to communicate expectations

Engagement culture

Things that are important to employees

The drivers of engagement

The building blocks of an engagement culture

Spitzer’s eight desires of motivation and engagement

An employee engagement model

ü Two way communication

ü Trust in leadership

ü Career development

ü Employees role in success

ü Shared decision making

ü Career discussion

ü Employee gatherings

ü The role of values in building a culture of engagement

Knowledge Outcomes

Understand the importance of employee engagement and the key part it plays in business success.

Apply tactics that motivate and engage employees, creating advocates for the business.

Achieve a working environment that encourages employees to excel at work activities.

Ensure talent retention by creating positive working relationships.

Develop a strategy for employee engagement success.

Prevent activities that cause disengagement and disgruntled workers.

Learning Activities

Experiential learning

Lecture with discussion

Case study

Target Audience

Middle/Senior managers, supervisors, human resource managers with some relevant management experience in the civil aviation or airline operations, airport operations, cargo agents, tour operators and freight forwarders

High-potential leaders who will transition into business leadership positions

Executives with significant responsibilities

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