Winning buy-in for investment in engagement

Approaximate reading time:1.8 minutes

“My biggest problem is selling in the whole idea of engagement.” This comment from an experienced L&D professional sums up the challenge many face in making sense of the now vast array of data on this much hyped topic.

Just what persuades and what merely raises interest amongst policy makers? And what are the essentials for gaining buy in for investing in or maintaining the development of engagement within companies?

Cutting through the current maze of resource information there are eight fully substantiated gains from pursuing talent engagement:

·        Better financial performance

·        Improved customer care

·        More sales

·        More innovation

·        Higher profit

·        Lower attrition rates

·        Less wastage

·        Less Sick leave

Underpinning these assertions is now a large range of hard-to-argue-with studies, reports and evidence that only the most determined sceptic can dismiss.

Take for example the impact of engagement on financial performance. Studies by Towers Perrin in their ISR global survey found a convincing 19.2% improvement in operating income in companies with high levels of engagement.  

Another study by the IES/Work foundation in 2008 reported an increase in profits per employee per year in companies that increase investment in a range of workplace practices that relate to engagement.

Similar quality information is available for the other seven areas. For instance the 2.7 number of sick days a year taken by engaged employees versus the 6.2 per year by disengaged ones, or that most (59%) of engaged employees say work brings out their most creative ideas, versus the 3% of disengaged employees.

Distilling all the facts into handy sized bites is Talent Engagement—the facts. It summarises the key evidence that L&D professional can use for achieving buy-in for investing in engagement practises. [i]

There is also a more general CIPD publication for members only: Promoting the value of learning in adversity, showing how to promote the business case for learning and development. Its core message is the importance of achieving Relevance, Alignment and Measurement with a   neat page on “How do I convince the finance director?”

Equally important is the ability to create a coherent argument tailored to each recipient.  Yet there are relatively few opportunities for L&D professionals to actually practice making such a case, for example creating and presenting a coherent engagement strategy, dealing with objections, counter arguments or simply confronting scepticism and resistance.

Engaging Talent—The Sequel a UK event in early March aims to help those grappling with the issue of how to implement an engagement strategy including making their case to those higher up the hierarchy.

Finally two useful additional resources are Talent Engagement, How to unlock people’s potential available now available on line, and a short, stimulating video discussion on engagement by two experienced practitioners.

[i]  Also available as a Power Point presentation from Maynard Leigh Associates (info@.maynardleigh.co.uk)