Full Employee Engagement with the enterprise

Organisations with full employee engagement (FEE) are superior to their peers on almost any measure you like to think about: staff churn, absenteeism, customer satisfaction and, unsurprisingly, bottom line and company valuation. FEE is the 'hidden secret' of well above-average performance. Less than one fifth of companies in the west have fully engaged workforces. You have the opportunity to put one over on your competitors!

A major step towards full engagement is creating a great place to work. Your good people want to stay with you and they won't be looking for reasons to call in sick.

ROTA-UK helps you develop a clear strategy on the steps you as leaders can take to improve engagement.

Will your best people jump ship as we come out of recession? Developing full engagement in your organisation will dramatically reduce this risk.

This site contains dozens of tips on improving engagement. These are being added to all the time.

Coaching and Mentoring Support

Coaching (or mentoring) provides a powerful means of changing the behaviour of executives to help with both performance in the job and in personal development. The one-on-one relationship allows sharp focus on individual need. Speed of change and stickability of learning are vastly superior to even the best group training courses. Training is about instruction to an agenda set by the trainer; coaching facilitates your learning to an agenda you set as you go along.

ROTA-UK coaching support is available at short notice when you need it. Our coaches are professionally qualified and come from senior managerial backgrounds. We take coaching commissions both from companies and from individuals.

What should I be doing in times of economic downturn?

Read our latest feature ‘Non-Financial Ways to Beat the Recession’ for free ideas and tips on how you can best respond to business current events as they arise or call us now on 01727 869300.

Making your board or SMT more effective

Board members need to be engaged with their enterprise, at least as fully as anyone else. We used to think that it went without saying that people at this level were bound to be engaged, but experience has shown that this is not so. SMTs, for example, are often made up of function heads who pursue departmental agendas, do not function as a team, and are neither cohesive nor aligned to the strategy.

Public company boards usually contain both executive and non-executive directors who may lack mutual respect and cohesion. Disasters like Enron and Northern Rock sometimes follow, but even in milder cases the board fails to give leadership to the enterprise.

ROTA-UK have made a particular study of these issues and can help you achieve high levels of cohesion. Also, we can coach aspiring non-executives to prepare them for board membership.