Sample Package – For Preview Only
A Complete Program for Employee Engagement and Culture Change
Covering
Initiation, Communication, and Training –
With the Needed Tools, Tips, and Templates
Sample Package- for Preview Only
© 2008 HumaNext – www.humanext.com
1
Employees Don’t Resist Chang.
They Resist How Management Tries to Change
Them
- Francois Basili
We must become the change we want to see in the
world
-
Gandhi
The Scary State of Employee Engagement
According to the Gallup Management Journal's semi-annual Employee Engagement
Index:



29% of employees are actively engaged in their jobs
54% are not-engaged
17% are actively disengaged
© 2008 HumaNext – www.humanext.com
2
The Challenge:
What are you going to do about the 71% of employees who watch the clock
at your organization?
This Employee Engagement for Change Program by HumaNext Is
Designed to Deliver the Solution
This Is a Unique 3-in-1 Program that delivers:
o The process to create Employee Engagement for Change
o The communication to support Engagement for Change
o The training workshop to deliver the skills people need for change
Legal Notice; For Preview Only- No part of this Sample Package can be
used for any purpose other than preview of the program for
determining suitability for purchase. Copyright- protected materials.
Important Legal Notice Regarding the Use of this Template
1. Trainers and Leaders Employed by the Purchasing Organization:
The purchase of this training program gives the buyer the rights to make any number of
copies of the Participant Manual / Handout materials, but not the Leader’s Guide, for the
purpose of use by workshop participants inside the organization only. Any other use,
copying, or selling of this workshop will constitute a violation of US and international
copyright laws.
2. Independent Consultants Working for Themselves or a Consulting Company:
The purchase of this training program gives the buyer the rights to personally deliver the
process and the workshop to the client organizations in live, face to face classroom
settings, any number of times, on the condition that HumaNext’ s name and copyright
symbol be kept on the program’s materials as they are shown here, and that the purchaser
does not sell, resell, license, broadcast, promote, advertise, market, or publish the training
material itself or any parts of its contents in any print or electronic form. Any copying,
duplicating, selling, reselling, licensing, marketing or using a different mode of delivery
of the materials (such as e-Learning, Tele-conferencing, Tele-workshops, Podcasting, and
© 2008 HumaNext – www.humanext.com
3
others) without an advance written permission from HumaNext and payment of licensing
fees required, constitutes a violation of US and international copyright laws.
© 2008 HumaNext, LLC – All Rights Reserved. For information contact:
HumaNext, LLC
8 Brownstones Terr.,
Hawthorne, NJ 07506
Tel: 973-427-3004
Website:
E-mail:
www.humanext.com
info@humanext.com
INDEX
Pages may slightly shift
Subject
Page
____________________________________________________________
Title Page
Quotes on Change/Engagement
Licensing Information
Index
Overview
Outline of the Program’s Content (Brief Description)
1
2
4
5
8
10
Section One: Introduction
14
15
18
18
22
22
25
25
What Is Employee Engagement: Definitions
The Business Case for Employee Engagement
Research, Surveys and Case Studies
How Organizations Have Done It
Things to Avoid
Key Drivers – Most Common Eight
Conclusion
Section Two: Principles, Model and Process
Six Principles
Model Origin and Description
First Dimension: Recognition and Relationship (Need to Be)
Second Dimension: The Need to Know (Communication)
Third Dimension: The Need to Grow (Training)
Fourth Dimension: Willingness to Do (Collaboration)
The Process
© 2008 HumaNext – www.humanext.com
26
27
31
36
37
38
38
39
4
1. Steering Committee
2. Design Teams
3. Culture Change
4. Communication
5. Training
6. Action Teams
Example of Engagement for Change Initiative – a Template
Section Three: from Personal Change to Cultural Change
Why Employees Resist Change
Engagement: It Is about Relationships
From Personal Change to Cultural Change: Complaint Free Workplace
The 3 C’s of a New Language
From Complaining to Creating
From Criticizing to Coaching
From Confrontations to Collaboration
40
44
46
46
46
46
47
48
49
50
53
54
54
54
54
Subject
Page
_____________________________________________________________
Section Four: Communication – the Need to Know
General Considerations
Need for Fundamental Shift in the Role of Communication
Ten Things Communicators Need to Do to Communicate with Employees
Communication Strategy
Communicating to Employees Concerns
Communication Themes
Promoting the New Language of Positive Communication
Article- Before You Speak
Use of Stories to Communicate Engagement and Change
Communicating Need for Creativity and Innovation
Developing Values and Vision
Uncovering Existing Values of Your Work Culture – Activity
Creating the Initiative Values – Activity
Examples of Organizations’ Values
From Values to Vision
Example of a Company’s Vision - Levi Strauss Company
Communications Media
Manager as Communicator
Communication Model
What Employees Need Most
Techniques for Overcoming Differences
Communicating to Create Engagement
Culture Change Manifesto
56
56
57
58
59
59
60
63
63
65
67
68
69
71
72
74
75
76
81
82
83
84
85
85
Section Five: Training and Development
86
© 2008 HumaNext – www.humanext.com
5
Purpose, Audience, Seating, Duration
Other Resources
Agenda for One Day Training Session
Part One: Opening Activities
Opening Activity # 1 Complaint Free Activity
Opening Activity #2 the Simple Addition Exercise
Opening Activity # 3 Self Introductions and Experience with Engagement
Developing List of Drivers for Engagement
Defining Employee Engagement
Business Case for Employee Engagement
Part Two: Engagement Principles, Model and Process
Principles
Model
Process
Values and Vision
Red Brick Company Exercise
Handouts
Example of Filled Observer’s Sheet
87
88
89
90
90
91
93
93
94
95
97
97
97
102
103
103
105
109
Subject
Page
_____________________________________________________________
Interpretation and Discussion
Manager as Communicator and Coach
Changing Role of the Manager
Part 3: From Personal Change to Culture Change
Need to Be and EQ
Life Picture – Activity
From Personal Change to Culture Change – A Story
Revisiting the Complaint Free Activity
Positive Changes – 3 Cs
From Complaining to Creating – Exercise
From Criticizing to Coaching
From Confrontation to Collaboration
Article – Before You Speak
Activity – Recognition Cards
The Culture Change Manifesto
Part 4: From Culture Change to Business Change
Activity- Creating a Culture of Employee Engagement
Creating Business Change through Action Teams
Why Work As a Team – Research Data and Key Benefits
Team Transformation: Human Machine Exercise
Business Change: Action Teams of Change Agents
Using Creativity and Innovation Techniques
The Squares Exercise; Defining the Challenge; Why; What If Techniques
109
110
110
112
112
113
114
115
116
116
117
117
118
118
120
121
121
123
124
125
127
128
128
Section Six: Action Teams
133
133
Collaboration and Innovation – The Need to Do
© 2008 HumaNext – www.humanext.com
6
Outline of the Employee Engagement for Change Process
Who Should Join the Teams?
Who Should Be Trained?
Team Building Workshop for Action Teams
Creativity and Innovation Skills for Action Teams
What Will the Action Teams Do?
Achieving the Initiative Objectives
The Organization before Action Teams Start – Imagine
Example – Template of Engagement for Change Initiative
134
135
135
135
136
136
136
137
139
OVERVIEW
This Program
The Employee Engagement for Change program provides you with everything you need
to launch and sustain an employee engagement and /or a culture change initiative at your
workplace.
It is a unique 3-in-1 program that delivers:
o The process to create Employee Engagement for Change
o The communication to support Engagement for Change
o The training workshop to deliver the skills people need for change
The program package includes:
 This Leader’s Guide
(This MS Word document- over 135 pages)
 PowerPoint Slides
(In a separate file – over 45 slides)
 Reproducible Participant Workbook (In a separate file- over 25 pages)
Who Needs It
This program can be used by anybody interested in igniting employee engagement to
change the culture, improve operation or service, or support various organization change
situations. These professionals can be in any of the following positions or capacities:
-
HR professionals
Trainers and OD professionals
External and internal consultants
Organizational communication professionals
© 2008 HumaNext – www.humanext.com
7
-
Employee engagement professionals
Talent management professionals
Department managers and unit supervisors
Team leaders
Organization change leaders and agents
Executives and middle managers
Quality and productivity professionals
Ways It May Be Used – Purposes
You can use this versatile program in two major ways:


On Its Own as a Culture Change Initiative: You can use the “Employee
Engagement for Change” program to start a culture change process for your team,
your department, or the entire organization to create employee engagement, raise
morale, and generate commitment to teamwork, collaboration, customer service,
or other goals.
As Support to Your Planned or Ongoing Change Initiative: You can use the
“Employee Engagement for Change” program as support to your organization
change process, relying on it to generate excitement and energy for any change
effort. Whether you are introducing new technology, reengineering your
processes, going through budget challenges, merger or acquisition, or any other
change effort, you can use “Employee Engagement for Change” program to take
care of the human side of change and generate employee engagement and
commitment to it.
This program can be used to support the following organizational situations,
programs, or projects:
-
Employee engagement initiatives
Organization change
Culture change initiatives
Introduction of new technology
Process redesign or re-engineering
Raising employee morale
Increasing employee retention
Improving operational efficiency
Improving quality
Improving customer service
Reducing waste
Reducing cost
Increasing revenue
Spurring creativity and innovation
Enhancing company’s brand and competitiveness
Mergers of various organizational cultures
© 2008 HumaNext – www.humanext.com
8
-
Other situations that require employee engagement
Content Notes:


Customization:
o We offer the program in MS Word documents and PowerPoint slides so
that you can easily customize them and make any modifications or
additions to fit your organization’s needs and styles. But before making
changes, we suggest that you make a copy to work on and keep the
original intact.
o An example of customization is that we use the term “initiative” to refer to
the program. Once you settle on a name for your program you can replace
the word “initiative” with your program’s name throughout.
o Also, we offer an example from an actual organization’s program, called
“People Based Service-(PBS)” which you will find very helpful. You can
use this as a template for your initiative, changing the words as needed.
Scope:
This is a 3 in 1 program, offering content on:
o The “process” of an initiative on employee engagement and / or culture
and organization change.
o The “communication” campaign needed for the initiative.
o The “training” workshop needed to give people the skills for the initiative.
Because of this, you will find that some content relating to the model and
the process are repeated in the sections on communication and training.
This makes it easy for you to make a copy of just the communication
section and give it to the communication design team, and a copy of the
training section and give it to the training design team, and so on.
Outline of Program’s Content:
This Leader’s Guide consists of six sections; Introduction; Principles & Process;
and four sections on the HumaNext Employee Engagement for Change Model
Section One: Introduction
Employee Engagement What is it? Why do it? How others have done it. How to do it right
© 2008 HumaNext – www.humanext.com
9
 The What: What Is Employee Engagement?
This section provides an introduction and background on the subject of
employee engagement. It provides the available definitions of the term and
reviews the current methodologies used by organizations and experts in the
field.
 The Why: Why We Need Employee Engagement for Change- The Business
Case
This section makes the business case for employee engagement for change by
providing an overview of the latest research that validates the value of these
concepts and their dramatic impact on business performance and results.
 The How: How Organizations Have Done It in the Past, and How to Avoid
the Problems They Encountered
This section then takes you on a tour of some of the current methodologies
used by organizations and consultants to effect engagement and change. Will
also discuss why some employee engagement and change initiatives don’t
achieve their promised results.
Section Two: Principles, Model, and Process

In this section we explain the key Principles of Employee Engagement for
Change. These principles provide the conceptual and philosophical
underpinnings for the engagement and change process.

We then introduce the HumaNext Employee Engagement for Change Model,
showing the conceptual and practical reasons for its power, how it succeeds in
avoiding the problems of the prevailing methodologies and what gives it the
unique ability to achieve powerful results in a short period of time.

We conclude by offering a six-step Process for implementing the Employee
Engagement for Change initiative. We also offer a Template for the Process
where you can see the complete steps and use your own steps in a similar way.

We caution you as you start implementing the process not to be disheartened if
things don’t go exactly “according to plan”. Surprises and even chaos are at the
heart of change. You need to accept them with a mind open for learning and in a
spirit of understanding and curiosity, not condemnation.
© 2008 HumaNext – www.humanext.com
10
The four broad engagement drivers in the HumaNext Model are then covered in the next
four sections.
Section Three: From Personal Change to Culture Change - Need to Be

In this section we cover the engagement drivers that address employees’ need
for self-actualization, recognition, and belonging through relationships to the
boss, to colleagues, to the job itself, and to the organization. (Need to Be)

We also provide the exciting opportunity of personal change as a powerful
practical way to ignite engagement and excitement about changing the
organization. We apply the concepts of emotional intelligence and the
practical technique of creating a complaint-free workplace to powerfully
engage employees in experiencing and creating change.
Section Four: Communication – Need to Know




In this section, we cover the tools, messages, and media you will need to
orchestrate a communication campaign to accompany and support the
employee engagement for change process.
The communication campaign: messages and media
Creating and articulating the organization’s vision and values.
Use of social media to support engagement: wikis, blogs, twitter, social sites,
others.
What managers need to know and do to inspire and communicate employee
engagement for change (Need to Know)
Section Five: Training and Development – Need to Grow

This section provides a complete workshop to train participants on the principles
and process of employee engagement for change. The workshop comes complete
with step-by-step facilitation instructions, PowerPoint slides and participant
workbook. You can reproduce the participant workbook as needed. This training
will satisfy a key engagement driver, which is the employees’ need for Personal
and professional development and growth (Need to Grow).
Section Six: Action Teams - Collaboration and Innovation - Need to Do
© 2008 HumaNext – www.humanext.com
11

Having worked together to experience change in a personal way, employees
now form action teams to collaborate with colleagues to effect and support
change in their culture and the organization.

This coming together to experience and create change for the individual and
the organization will prove to be a powerful experience for all participants,
and it is what enables employees to produce dramatic results for themselves
and the organization

This satisfies a number of key drivers of engagement such as the employees’
need for autonomy, freedom of action, and participation in decision-making
and the need for community and friendship at work. It also nourishes
employees’ sense of accomplishment and ownership of their own work (Need
to Do)
----------------------------------------------------------------------------------------------------------
A Note about this Sample Package:
 The remaining pages of this Sample Package present only
portions of the actual program, not full content.
 The purpose here is to give you an overview of the program
(the Overview and the Index above) and samples of the
content showing the style of writing, sample activities and
exercises, samples of the graphics used, and samples of the
slides.
Based on what you see in this Sample Package, you can make an
informed decision as to whether this program is helpful to you.
If you decide to purchase the full electronic product please visit:
http://www.humanext.com/employee-engagement-for-change.html
© 2008 HumaNext – www.humanext.com
12
Sample Slides – of over 45 slides covering the program’s key points:
Principles of Employee Engagement
1- Employees Are Not Assets
or Resources
 Employee engagement
2- We Must Become the
Change We Want to See in the
World
is about people, not
systems, processes, or
technologies.
(C) 2008 HumaNext LLC
17
Employee
Engagement
for Change
Model
Engagement
comes from
employees
exercising the
right to be, to
know, to grow,
and to do
(C) 2008 HumaNext LLC
© 2008 HumaNext – www.humanext.com
20
13
Section One: Introduction
Employee Engagement
- What Is It?
- Why Do It? (The Business Case)
- How Others Have Done It.
- How to Avoid Common Problems
 This section provides an introduction and background on the
subject of employee engagement.
 It provides the available definitions of the term and reviews the
current methodologies used by organizations and experts in the
field.
 It makes the business case for employee engagement by reviewing
the latest research and studies that prove its value.
 We also highlight the problems with some of the available models
and methodologies, which lead to the failure of the process.
© 2008 HumaNext – www.humanext.com
14
The What-Definitions:
What Is Employee Engagement?
 There is no agreement among consultants, authors, and experts in the field of
employee engagement on one definition of the term.
 As a result, it is important that you have a clear idea of the meaning of the term
and secure agreement in your organization about it so that people will be reading
from the same page before starting an employee engagement initiative.
We will offer some of the prevailing definitions used by various experts, and then we will
offer you our definition which we use in our model.
Some definitions of Employee Engagement used by various experts
We offer you below the various definitions of employee engagement used by respected
authorities in the field. This will give you an overview of the diversity of views toward
this issue, and will help you if you need to come up with a working definition that fits
your organization. We do provide our own HumaNext definition at the end.
------------------------------------------------------------------------------------------------
Partial Content – Sample Only
----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Our Working Definition of Employee Engagement (By HumaNext)
Employee Engagement is the state in which employees feel passionate
about their work and freely invest in it of themselves, their time and their
effort.
© 2008 HumaNext – www.humanext.com
15
Notice the following about this definition:
-
We are talking here about “employees’ passion” not company’s objectives. You
cannot reach and achieve the organization’s objectives without first igniting
employees’ passion. It’s important to recognize which comes first. Our work in
this program follows this principle.
-
Employees’ passion is not an end in itself. It is a state that once reached it moves
employees to achieve dramatic performance results that benefit their organization
while boosting employees’ sense of accomplishment and growth.
-
We deliberately use the word “freely” in the definition because engagement cannot
be coerced. Employees must reach the stage when they “freely” choose to invest of
themselves and their effort in their work, without looking for external rewards for
doing so. Our work in this program is based on this principle.
That sounds great. But isn’t it too idealistic?
-
No it is not. Our experience, and the experiences of many other consultants and
their client organizations, have shown that it is very realistic and achievable. That
is the exciting thing about employee engagement. It is not another corporate
program to merely achieve corporate goals without regard to anything else. Those
are the types of programs that end up failing after wasting huge resources.
-
Employee Engagement, on the other hand, is a people-first approach to
management and to corporate culture that achieves dramatic business results as a
by-product of igniting the human side of business.
If you are still skeptical, let’s take a look at the results of a number of research works:
The Business Case for Employee Engagement
“Employee engagement is the measurement that gives the best sense of a
company's health. No company, small or large, can win over the long run
without energized employees who believe in the mission and understand how
to achieve it. That's why you need to take the measure of employee
engagement at least once a year through anonymous surveys in which
people feel completely safe to speak their minds.”
- Jack Welch, Former GE Chairman
© 2008 HumaNext – www.humanext.com
16
We offer below an overview of the latest research that validates the value of
employee engagement and its dramatic impact on business performance.
What the Research Shows
The Conference Board
 In 2006, The Conference Board published "Employee Engagement, A Review of
Current Research and Its Implications". The report states that twelve major
studies on employee engagement had been published over the prior four years by
top research firms such as Gallup, Towers Perrin, the Corporate Leadership
Council and others.
According to the report,
----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
BlessingWhite
 In their Employee Engagement Report 2008, published April / May 2008, the
consulting firm BlessingWhite found that North America has one of the highest
proportions of engaged employees worldwide, yet fewer than 1 in 3 employees
(29%) are fully engaged and 19% are actually disengaged.

They also found that
there is a clear correlation between
engagement and retention, with 85% of engaged employees
indicating that they plan to stay with their employer through 2008. This means
that organizations must base their effective employee retention strategy on a
good understanding and management of employee engagement.
Partial Content – Sample Only
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------© 2008 HumaNext – www.humanext.com
17
The Hay Group
In a study of professional service firms, the Hay Group found that offices
with engaged employees were more productive by up to 43%
----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Partial Content – Sample Only
Towers Perrin-ISR
Employee Engagement Means Higher Performance

Towers Perrin-ISR has spent over three decades helping some of the world’s
largest companies understand the state of employee engagement in their
organization and identify ways to improve human capital performance. They say
that their research has proven that the link between employee engagement and
business performance is undeniable.
The Gallup Organization
Research by the Gallup organization has found that companies that had
higher levels of employee engagement outperformed the S&P by 24% over
a three-year period.
McKinsey
o In a recent McKinsey survey of executives from around the world only a third of
respondents said the transformation program in their organization was very or
extremely successful. One of the key factors of success identified by the survey is
“engaging the whole company in the change effort.” This validates the
vital role employee engagement plays in successful
organizational change programs necessary for the survival of the
enterprise.
© 2008 HumaNext – www.humanext.com
18
The Institute for Employment Studies (IES)

The Institute for Employment Studies (A UK- based institute) released research
analyzing over 40 companies in the public and private sectors aimed at shedding
light on the drivers of employee engagement, and the indicators that can be used
to measure this.
The key results revealed that
------------------------------------------------------------------------------------------------
Case-Studies:
-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Partial Content – Sample Only
------------------------------------------------------------------------------------------------
Conclusion:
We can conclude from the vast amount of evidence available from dozens of studies
by respected research and consulting organizations, as well as from the many case
studies of actual organizations, and from the published reports and experiences of
many consultants and experts that there is a clear, irrefutable correlation between
the organization’s level of employee engagement and its business performance in the
marketplace.
The question therefore is not whether to initiate an employee engagement program,
but how to do it effectively.
-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
The How: How Organizations Have Done It – A Review of the Problems
with Some Current Methodologies
In this section we provide an overview of the current methodologies used by
organizations and consultants to create employee engagement. We will also show why
some employee engagement and change initiatives don’t achieve their promised results.
© 2008 HumaNext – www.humanext.com
19
We conclude this section by introducing the HumaNext Model for Employee
Engagement for Change, showing the conceptual and practical reasons for its power, how
it succeeds in avoiding the problems of the prevailing methodologies and what gives it
the unique ability to achieve powerful results in a short period of time.
No One Size Fits All
In reviewing available methodologies for creating and sustaining employee engagement
for organizations, we found many different models. There are almost as many different
models as there are consultants who advocate and use them. This can be frustrating for
leaders, trainers, managers, and communicators trying to address employee engagement
for their organization. The question they face becomes: Which model should we use?
It is useful to be aware of the various problems created by some of the available
methodologies before introducing our HumaNext Model.
The Problems with Some of the Available Methodologies of Employee Engagement /
Change Programs –
Things You Should Avoid in Designing Your Initiative:
Top Team and Consultants Do Most of the Work
A McKinsey Global Survey has found that:
Overall, only a third of respondents say the transformation program at their organization
was very or extremely successful.

The McKinsey data suggest that engaging staff as early in the process as possible
is related to success. Large-scale collaboration across the organization was the
most common planning method chosen by 38 percent of the respondents who
viewed the transformation as extremely successful in their organizations.
…………………………………………………………………………………………
…………………………………………………………………………………………
……………………………………………………
Complex and Over-reaching Programs
We found a good number of employee engagement programs that tend to be complex and
over-reaching. They attempt to do a lot, cover a very wide territory, and as a result rely
© 2008 HumaNext – www.humanext.com
20
heavily on the use of consultants for a long period of time first to develop then to
implement the initiative.
Lengthy Surveys
Most of these programs typically start with a major organization-wide employee
----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Too Many Factors / Drivers
The data are then turned into identifying a laundry list of “engagement drivers” that must
be addressed to raise the level of engagement in the organizations. Some methodologies
have identified 26 different drivers of engagement. These drivers cover a very wide
organizational territory ranging from the physical environment, pay and benefits, job
roles and responsibilities, to relationship with supervisor, communication skills,
communication channels, styles of leadership, development opportunities, corporate
citizenship, brand management, trust and integrity, and many more.
------------------------------------------------------------------------------------------------
Partial Content – Sample Only
-----------------------------------------------------------------------------------------------………………………………………………………………………………………………
………………………………………………………………………………………………
Paralysis by Analysis
Many people are familiar with some of the above situations and have war stories to tell
about the chaos, conflict, confusion, and “paralysis by analysis” that are often the end
result. Most of these programs fail to achieve their promised objectives.
Partial Content – Sample Only
----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Conclusion
© 2008 HumaNext – www.humanext.com
21
o Even though there are many different models for employee engagement and
change efforts, there are some common elements in many of them.
o In our work we have looked for the common elements that seem to be the ones
that make the real difference and offer the most value.
o We identified and checked these common elements against our own experience
and against available research and case studies, fully examined their strengths and
weaknesses, and benefited from all of that in developing our own model of
Employee Engagement for Change.
o We insisted on simplicity and focus, avoiding the pitfalls of attempting too much
or getting drowned in data. Our experience has shown that the success of the
initiative goes down as the complexity of the process and its data goes up.
Section Two
Principles, Model, and Process
 In this section we explain the key principles of employee
engagement for change. These principles provide the conceptual
and philosophical underpinnings for the engagement and change
processes.
© 2008 HumaNext – www.humanext.com
22
 We then explain our HumaNext Employee Engagement for Change
Model, which incorporates the Principles in an easy to present
model.
 We conclude by offering six-part process for implementing the
Employee Engagement for Change initiative.
Principles of Employee Engagement for Change
The Value of a Value-System: Why We Need These Principles
These Principles of Employee Engagement serve a number of important functions in the
process of igniting and sustaining effective employee engagement for change initiatives.
o They provide the conceptual basis for a new approach to management that is
necessary for understanding and embracing the vision of engaging employees for
change.
o They uplift the expectations, readiness, and enthusiasm of all involved by
proposing a more caring and creative vision of work.
o They help provide some of the language and the messages needed for
meaningfully communicating the initiative to the involved employees, managers,
and the entire organization.
o They help design the necessary training by providing the conceptual basis for the
attitude and action modeled in the training sessions.
We recommend that you read, discuss, and fully absorb the meaning and message of
change embodied by these Principles before starting the program.
We will integrate these Principles in our communication and training materials that
support the initiative.
1- Employees Are Not Assets or Resources

Employees are not “assets” owned by the organization, or “resources” to be
managed by it. Employees are the organization. The organization is nothing but
people.
© 2008 HumaNext – www.humanext.com
23



Employee engagement is about people, not systems, processes, or technologies. A
“people-first” approach to management is what triggers it.
Engagement cannot be coerced or bought. It can only be ignited from within by
people who are full partners in creating the organization’s future.
A qualitative shift in the way we view the organization and in the management
style used by its managers is necessary for the success of any employee
engagement initiative.
2- We Must Become the Change We Want to See in the World


This is what Gandhi, the great leader of India’s independence, said.
This “Employee Engagement for Change” Program puts this powerful concept to
work by asking people to become the change they are talking about.
-------
Partial Content – Sample Only
----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Example –Template of an Engagement for Change Initiative
--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Partial Content
Section Three:
From Personal Change to Culture Change
© 2008 HumaNext – www.humanext.com
24
We must become the change we want to see in the
world
-
Gandhi
 In this section we cover the engagement drivers that address
employees’ need for self-actualization, recognition, and
belonging through relationships to the boss, to colleagues, to the
job itself, and to the organization. (Need to Be)
 We also provide the exciting opportunity of personal change as a
powerful practical way to ignite engagement and excitement
about changing the organization.
Why Employees Resist Change
“When people talk of the need for change, they are usually thinking that it is
someone else who needs to change.”
- Peter Block
This quote by Block reflects the challenge we face when attempting to work on a change
initiative. Top leaders usually sponsor the idea because they think that whatever problems
are happening in the organization is the fault of employees who are not committed to the
organization’s goals – not “on board”. They believe that a change initiative will enable
management to change employees and “make” them more committed and more
productive, and so all problems will disappear.
© 2008 HumaNext – www.humanext.com
25
Block observes that “We live in a culture that believes that the way to gain support for
new ideas is to make a strong case, present it well, and ask for people’s commitment. It is
basically a selling strategy.”
Top leaders then go to the communication department and ask them to make more effort
to “drive the message down” that employees must change. They go to HR and training
departments and request that they develop initiatives and workshops that “sell” the idea
of change to employees so that they will accept it and embrace it.
Most of these initiatives never achieve their objectives and end up wasting precious
resources of money, time, and effort.
In his introduction to the book, Terms of Engagement” by Richard H. Axelrod, Block
suggests an alternative: “The alternative to leader-driven change is to explore the
possibility of engagement, relationship, and democracy as methodology that will get us to
the right place.”
This leads us to the conclusion that:
Employees Don’t Resist Chang.
They Resist the Way Management Tries to Change Them
- Francois Basili
For an engagement for change initiative to succeed, therefore, it must be
employee-based, not management-driven.
We do this by:
 Tending to employees’ personal and professional needs on the job,
and then by
 Involving employees from the start in the process of change and
giving them the power to do it themselves.
Lessons Learned:
Starting with a focus on the psychological and social needs of
employees is a key part of our approach to engagement for change.
We have found that doing so generates a tremendous amount of
interest, excitement, and commitment to the whole effort.
© 2008 HumaNext – www.humanext.com
26
On the other hand, we have found that when you start with the purely
business aspects of change, people may pretend to care but in actuality
they feel that the change they are called upon to embrace is all for
management’s interests and there is nothing in it for them. As a result,
most of these efforts fail miserably.
Engagement: It Is about Relationships




With the Boss: Almost all the studies on engagement indicate that one of the
most influential factors on employee engagement is the relationship between the
employee and his or her direct manager.
With the Job: Many studies also show that the nature of the job itself and the
way the employee views it is a factor.
With the Organization: Finally the relationship with the organization is a factor
as employees want to feel that they work for a good organization that provides
good service to society.
With Colleagues: Additionally, the relationship of the employee with colleagues
is important as studies have shown that engagement relates to whether or not the
employee has a friend at work.
To impact engagement, we need to look for ways to impact each of these types of
relationships.
----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Partial Content
From Personal Change to Culture Change
Creating a Positive Workplace
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------You may choose to use a different name for this drive, such as “Creating the Positive
Workplace” or other names to be chosen by some of the key teams that will be formed to
work on this initiative.
© 2008 HumaNext – www.humanext.com
27
How It Works:
In essence, this drive inspires employees to adopt three behavior-altering values that
focus on change. You will invite people to consider changing their communication as
follows:
The 3 Cs of a New Language of Positive Communication at Work:



Change Is Powerful: From Complaining to Creating
Change Is Positive: From Criticizing to Coaching
Change Is Productive : From Confrontations to Collaboration
(These will be covered in depth in our training workshop in Section Five of this
program)
Partial Content – Sample Only
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Why Start Your Employee Engagement or Culture Change Initiative with a Positive
Workplace Idea
There are many advantages to starting your employee engagement / culture change
process with the “Personal Change to Culture Change – Positive Workplace” approach:


It quickly attracts the attention of everyone in your organization.
It has a very positive message.
© 2008 HumaNext – www.humanext.com
28






It is a simple idea with powerful impact on the work culture.
People can relate to it and find it interesting.
It introduces the idea of change to employees in an exciting, non-threatening way.
It enables employees to challenge themselves on creating personal change.
Bosses find it helpful so they will support it.
It uses a visible device (the bracelet) as visible reminder and promoter of the idea.
Partial Content
Section Four:
Communication - The Need to Know
In this section, we cover:
 The Communication Campaign: Messages and Media
 Creating and Articulating the Organization’s Values and Vision.
 Using Social Media to Support Engagement.
 Manager as Communicator: What Managers Need to Know and
How to Communicate about Engagement and Change
General Considerations
© 2008 HumaNext – www.humanext.com
29






The Communication Design Team” will have the responsibility for coordinating
the elements of this section. The Team should include members of the
organization’s communication department and other persons interested in this
area.
Even when all aspects of the initiative have not been developed yet, it is a good
idea to start an initial “teasing and interest-arousing” phase of the communication
campaign.
Starting the communication campaign early helps build the necessary
understanding and support of the initiative. In absence of early communication,
the grape vine will take over and start framing the issue in ways that might not be
helpful.
The communication campaign should address the employees’ need to know and
understand. People will not commit to an effort, whether emotionally or mentally,
without having a good understanding of where you are trying to take them, and
what the journey means for them.
The Audience: Both managers and front-line staff need to receive appropriate
communications that satisfy their need to know.
A key part of this stage is the role of the Manager as Communicator. Specific
training on this is needed.
The Need for a Fundamental Shift in the Role of Communication
Engagement for change initiatives require an organizational communication philosophy
that is fundamentally different than the traditional top-down approach currently
prevailing in corporate communication.
To understand the need for such a shift, it is worth revisiting the following idea:
Partial Content – Sample Only
----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Ten Things Communicators Need to Do to Communicate with
Employees not to them
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------© 2008 HumaNext – www.humanext.com
30
-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Communication Strategy, Messages, and Media
Naturally, each organization will have its own purposes and goals for its initiatives,
which will impact the content of the messages used in communication. In addition, the
unique culture of each organization will dictate the style of the messages. Available
resources, including budget and technology infrastructure, will determine the media to be
used. Therefore it is difficult and meaningless to try to provide here specific messages
and media information that would apply to all organizations.
Still, we provide below some broad communication themes and messages that serve as
the basis for the messages you can craft for your engagement for change initiative. These
broad themes and messages are based on the set of Principles we provided in Section
Two: Principles, Model, and Process. You should modify these messages to reflect your
organization’s culture. Also, you should use the name that has been chosen for the
initiative in the messages below instead of the words “employee engagement’, “change”
or “initiative”.
Communication Strategy:
Communicating from the Employee’s Point of View

The most effective communication is the one that uses the language of the
audience, not the language of the speaker. In its broader interpretation, this
principle means that we communicate not only using the employee’s language
and frame of reference so we can ensure understanding, but also that we
communicate with the employee’s interests and concerns in mind, to build an
emotional connection, credibility, and commitment.
Communicating Change:
-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Partial Content – Sample Only
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------© 2008 HumaNext – www.humanext.com
31
Conduct a Story Contest
With the above stories published in your employee publication to communicate the idea
behind engagement for change, you may announce a contest for the best story that
communicates employee engagement or change. This should result in a flood of good
stories that you can publish over time to help communicate these concepts in an
atmosphere of excitement and learning.
Communicating the Need for Creativity and Innovation at Work
Partial Content – Sample Only
----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Note:
In addition to the communication themes and messages above, your
communication campaign should also incorporate messages based on the
organization’s values and vision, which is discussed in the following
section.
Developing Values and Vision
Most organizations have a mission and/or vision statements that define their purpose and
outline a picture of their future. Some also have identified core values that reflect their
beliefs and culture. You may want to check to see if these exist at your organization and –
if they do – whether they are suitable to use “as is” for the new initiative about
engagement for change.
A change or engagement initiative may use the organization’s existing statements of
vision, mission and values. Some initiatives, particularly if about change, choose to
© 2008 HumaNext – www.humanext.com
32
develop new statements of values and vision/mission to reflect and support the new
culture or purpose they want to achieve. A major initiative may choose to have its own
values and vision that excite employees and inspire their involvement and enthusiasm.
For this reason, we offer this segment on developing values and vision.
Who Should Develop the Values and Vision?
-----------------------
Partial Content
Considerations in Selecting Media:
----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Sample Only
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Media and Vehicles for Organizational Communication:
Here is a list of most frequently considered media and vehicles for organizational
communication to choose from for the Communication Plan:
----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Use of Social Media for Communication and Collaboration
-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
© 2008 HumaNext – www.humanext.com
33
Partial Content – Sample Only
-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Manager as Communicator
As research has shown, the relationship of the employee with his or her direct manager is
one of the key drivers of engagement at work. Another key driver of engagement was
found to be the need of employees to have a clear picture of their organization’s goals,
plans, and status in the market place.
One of the slides offered in this program:
The Changing Role of the Manager





Communicate more,
listen more
Give the big picture
Encourage employees to
voice their opinions
Bring up employees’
concerns to upper
management and act as
advocate for your staff.
Be a role model for the
change desired.
(C) 2008 HumaNext LLC
32
For our purpose here, we provide the following important information about the
role of managers as communicators of engagement for change.
Section Five: Training and Development
© 2008 HumaNext – www.humanext.com
34
o This section provides a complete workshop to train participants on the
principles and process of employee engagement for change.
o The workshop comes complete with step-by-step facilitation
instructions, PowerPoint slides and participant workbook you can
reproduce as needed.
o This training will satisfy a key engagement driver, which is the
employees’ need for personal and professional development and growth
(Need to Grow)
About this training workshop
This is a training workshop in support of the employee engagement for change initiative.
Purpose
The purpose of this workshop is to deliver the knowledge, skills, and attitude-shift
necessary for participants to understand, support, and implement the organization’s
employee engagement for change initiative.
Audience: Who should attend this training workshop?
All members of the engagement for change’ Steering Committee and the various Design
Teams, key leaders in the organization, department managers and middle managers,
supervisors, team leaders, and other key staff members and informal leaders who
influence others.
This One Day Training Workshop Consists of Four Parts:
Part One: Opening Activities & the Case for Engagement
9:00 AM to 10:45 AM
© 2008 HumaNext – www.humanext.com
35
BREAK
Part Two: Engagement Principles, Model, and Process
11:00 AM to 12:30 PM
-----------------------------------------------------------------------------------------------LUNCH
12:30 PM to 1:30 PM
----------------------------------------------------------------------------------------------Part Three: From Personal Change to Culture Change
1:30 PM to 3:00 PM
BREAK
Part Four: From Culture Change to Business Change
3:15 PM to 5:00 PM
CLOSING
Training Workshop
Part One: Opening Activities & the Case for Engagement for Change
9:00 AM to 10:45 AM
We start the training session with a series of mind-opening, attitudealtering, fast-paced exercises that deliver a jolt of surprise and anticipation
to participants, signaling the transformational nature of the training, and
the initiative, that we are here about.
Opening Activity # 1-
© 2008 HumaNext – www.humanext.com
36
Partial Content – Sample Only
----------------------------------------------------------------------------------------------------------------------------------------------One of the Slides used in our program:
From Personal Change to Culture Change
(C) 2008 HumaNext LLC
34
Facilitation Notes




This opening activity catches participants by surprise as they enter the training
room, since most people don’t expect to start doing something the minute they
arrive and before they even take their seats. This gives a good impression that this
session will not waste time while at the same time will deliver exciting training
that is activity-based.
By its very nature, this activity will continue to be active throughout the session.
So expect interruptions to the discussions at any time, with people shouting “I did
it. I will start again.”
------------------------------------------------------------------------------------------------
Training Workshop
Part Two: Engagement Principles, Model, and Process
© 2008 HumaNext – www.humanext.com
37
11:00 AM to 12:30 PM
Activity: Principles of Employee Engagement (40 Minutes)
Facilitation Note

Divide participants into six groups. Assign to each group one of the Principles
below. Ask members of each group to read the description of the Principle
assigned to them in their workbook. Each group is to take about 15 to 20 minutes
to discuss and prepare a presentation to the entire group on their answer to the
following question:
Outline of the Employee Engagement for Change Process:
1- Steering Committee: Forming a Steering Committee (SC) to sponsor, plan,
coordinate, and follow up on all aspects of the initiative including the
remaining steps of the Process.
23- ----------------------------------------------------------------------------------------------4- ----------------------------------------------------------------------------------------------5- ----------------------------------------------------------------------------------------------6-
Partial Content – Sample Only
L U N C H – 12:30 TO 1:30 PM
Optional: Showing a Video at Lunch
We recommend that you use various media to keep participants’ interest. During lunch,
you may choose to present one of the following two videos (available for purchase from
HumaNext):
If you need a video on change which you can preview online see “Leading the Change.
Making the Change” at:
http://videos4training.com/change-training-videos.html
© 2008 HumaNext – www.humanext.com
38
If you need a motivational video consider “Celebrating What’s Right with the World” at:
http://videos4training.com/attitude-training-videos.html
Training Workshop
Part Three: From Personal Change to Culture Change
1:30 PM to 3:00 PM
The Need to Be and Emotional Intelligence
Explain:
The “Need to Be” is the first dimension of the HumaNext Model of Employee
Engagement for Change. It refers to the basic human needs identified by Maslow in his
famous “Maslow Hierarchy of Needs”. Most of the needs identified by Maslow are at
play in the workplace. When these needs are not met for employees, it is illogical to
expect them to perform effectively and provide good service to their internal or external
customers.
Partial Content – Sample Only
-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Part Four: From Culture Change to Business Change
3:15 PM to 5:00 PM
Creating a Culture of Employee Engagement for Change (30 Minutes)
Activity: Ask participants to do the following activity in their workbook:
© 2008 HumaNext – www.humanext.com
39

It has been shown by experience and research that the approaches below have
helped some of America’s leading organizations create a culture of engagement,
innovation, and high performance.

Working with your group, discuss and prepare (for about 15 minutes) and then
present to the entire class (5 minutes) a plan, with specific ways in which you/
your organization can incorporate one or more of these approaches, modified if
necessary, into your culture.
………………………………………………………………………………………………
………………………………………………………………………………………………
Creating Business Change through Action Teams
In this final step in the process, we unleash the power, energy, and creativity of teams of
change-agents to go to every corner of the organization and make significant
improvements and take other actions to achieve the business goals set for this initiative.
The Power of Teams
Ask participants to give you, one at a time, one reason why teams perform better than
individuals. Ask them to answer the question:
-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Why Should We Work As a Team?
Ask someone to write the answers on a flip chart for all to see.
At the end, introduce the following research data that support and validate the benefits
of teams:
-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Business Change: Action Teams of Change Agents (30 Minutes)
Explain:
o Action Teams are the last step in the initiative and the one that takes the longest,
involves the most people, and makes the biggest impact on the business of the
organization.
© 2008 HumaNext – www.humanext.com
40
Partial Content – Sample Only
-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Section Six: Action Teams
Collaboration and Innovation- Need to Do
 Having worked together to experience change in a personal way,
employees now form Action Teams to collaborate with colleagues
to effect and support change in their culture and the organization.

o Action Teams are the last step in the initiative and the one that
takes the longest, involves the most people, and makes the
biggest impact on the business of the organization.
------------------------------------------------------------------------------------------------
Example –Template of an Engagement for Change Initiative
--------------------------------------------------------------------------------------------------------------
Partial Content
----------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------© 2008 HumaNext – www.humanext.com
41
This concludes this Sample Package.
Note: The actual program has the following features:
It is a 3-in-1 program that delivers:
o The process to create Employee Engagement for Change
o The communication to support Engagement for Change
o The training workshop to deliver the skills people need for change
The program package includes:
 This Leader’s Guide
(MS Word document- over 135 pages)
 PowerPoint Slides
(In a separate file – over 45 slides)
 Reproducible Participant Workbook ( About 25 pages)
To order visit:
http://www.humanext.com/employee-engagement-for-change.html
© 2008 HumaNext – www.humanext.com
42