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Re-Engage: How America's Best Places to Work Inspire Extra Effort in Extraordinary Times Hardcover – January 15, 2010


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Product Details

  • Hardcover: 368 pages
  • Publisher: McGraw-Hill; 1 edition (January 15, 2010)
  • Language: English
  • ISBN-10: 0071703101
  • ISBN-13: 978-0071703109
  • Product Dimensions: 6.4 x 1.1 x 9.3 inches
  • Shipping Weight: 1.3 pounds
  • Average Customer Review: 4.8 out of 5 stars  See all reviews (11 customer reviews)
  • Amazon Best Sellers Rank: #1,220,088 in Books (See Top 100 in Books)

Editorial Reviews

About the Author

Leigh Branham, SPHR, is Founder and Principal of Keeping the People, Inc., a talent management consulting firm that helps organizations analyze root causes of turnover and employee disengagement, then develop and implement employer-of-choice strategies. His previous experience includes serving as Leader of Talent Management for Right Management Consultants. Branham is the author of The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It's Too Late (AMACOM, 2005), was based on post-exit surveys of employees in 17 industries conducted from 1998 through 2003. Selected by businessbookreview.com and The Library Journal as one of the top 30 business books of the year, it was released in audio form by Executive Soundview.

Mark Hirschfeld (Omaha, NE) is Principal of SilverStone Group Management consultants and has written numerous articles.


More About the Author

Leigh Branham is Principal and Founder of Keeping the People, Inc., Overland Park, Kansas. Leigh has been researching and speaking about best practices in employee engagement and retention since 1995. He helps companies analyze the root causes of employee disengagement and turnover, then develop and implement strategies to grow revenues and profits by becoming better places to work.

Leigh is the author of The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It's Too Late, 2nd Edition (AMACOM Books, 2012), updated based on 1,000+ new third-party post-exit interviews since 2005). Leigh's previously authored, with Mark Hirschfeld, Re-Engage: How America's Best Places to Work Inspire Extra Effort in Extraordinary Times (McGraw-Hill, February, 2010), based on their analysis of 2.1 million employee engagement surveys. The 7 Hidden Reasons and Branham's previous book, Keeping the People Who Keep You in Business, were selected by The Library Journal and Executive Book Summaries among the top 30 business books of the year.

He has consulted with multinational companies and spoken at human resource and leadership conferences in China, Poland, Canada, Argentina, Paraguay, Chile, Singapore, and Malaysia. Leigh has been interviewed on National Public Radio, and widely quoted by the Associated Press and in publications such as Business Week as an expert on employee engagement and retention. His commentary on why companies lose good people appeared in the June, 2008 issue of the Harvard Business Review. Leigh also publishes a quarterly free subscription e-newsletter--Keeping the People Report, available at www.keepingthepeople.com.

Customer Reviews

4.8 out of 5 stars
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Recommend it for any new or seasoned manager / leader.
Stephen
Branham & Hirschfeld draw on Quantum Workplace's extensive "Best Places to Work" research to identify six drivers of employee engagement.
Sybil F. Stershic
The demand for leaders at all levels who can guide engaged teams to meet their marketplace challenges far outstrips the supply.
Lawrence Blumenthal

Most Helpful Customer Reviews

5 of 5 people found the following review helpful By Lawrence Blumenthal on January 29, 2010
Format: Hardcover
Have you ever wondered what employees think about their companies when they really want to work there vs. when they really do not want to work there? If you could unzip the minds of thousands of employees and understand how they see their companies, think what you could learn about your own organization.

"Re-Engage" gives you a front row seat to millions of interviews by employees of 10,000 companies as they completed the "Best Place to Work" survey. Leigh and Mark have analyzed the entire range of survey responses and have found key insights that differentiate the best places to work from all the rest. Put these insights to work in your organization.

Here are a few of key drivers of employee engagement highlighted in the book:
- Trust level in senior leadership
- Coaching and feedback provided by managers
- Being recognized and valued for one's contributions
- Having opportunities to learn and grow on the job

"Re-engage" presents a model of six universal drivers of employee engagement that come directly from the survey data. But more importantly, each driver is illustrated by many verbatim quotes and comments as well as the highest scoring company for each driver - who the company is, what they do and how they have optimized employee engagement.

There are many leading practices, approaches and methods described throughout that offer tremendous potential if they were to be leveraged in your company. If you want to reduce the number of habitual underperformers, chronic complainers or professional victims, and increase the percentage of high performers, you will want to take advantage of Leigh's and Mark's recommendations.

I think one of the most critical chapters is the one on building effective teams.
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2 of 2 people found the following review helpful By Louis L. Marines on June 1, 2010
Format: Hardcover
The great recession will be over soon, and we'll once again confront the reality of competing - both within the U.S. and overseas - to bring the best and brightest people onto our teams. Today's most talented individuals, whether they are Boomers or Millennials, actively seek out workplaces where their contributions are valued, they are part of the team, and they are treated with respect and consideration. Employees and team members who are not "engaged" do not stay long, and take valuable brainpower and skills out the door when they leave. People have been sitting tight for 3-4 years, and when the upturn comes, those who are restless will be on the move. The cost of losing dissatisfied people is more than simply monetary, it affects those who remain behind and can even impact the firm's brand in the marketplace. How can you take action now to retain your strongest employees and attract the talent you need to get a head start on the economic recovery?
Leigh Branham and Mark Hirschfeld explain in detail why and how your workplace can create a culture that consistently values every employee. Containing both provocative questions and practical tools, this book gives leaders exactly what they need to turn their firms into engaged workplaces that attract and retain the best talent available. This is not a quick patch-up: Branham and Hirschfield have created a robust outline that takes time and dedication to implement, and that will produce dynamic results. Their comprehensive program ties in to business strategy, brand identity, development of current and future leaders, and firm culture from top to bottom.
The real life stories alone are of great value to every leader, manager, and human resources director.
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2 of 2 people found the following review helpful By Amazon Customer on March 29, 2010
Format: Hardcover Verified Purchase
Written by a pair of business consultants, the principal message of "Re-Engage" is both simple and entirely consistent with the human relations school of managerial thought: treat adults like adults, and they will work like responsible, motivated employees. The authors' views were informed by a great deal of quantitative and qualitative data. Collected by Quantum Workplace on an annual basis since 2004, the research portion of this project consisted of some 2.1 million surveys with more than one million qualitative responses. Employee engagement seems to be defined as a heightened sense of commitment felt by an employee for a particular company, job, or manager and that produces desirable outcomes such as greater levels of effort or longer employment tenures.

Statistical analyses pinpointed several actions taken by leading companies in order to inspire higher levels of engagement. These include nurturing trust, aligning employee efforts with organizational objectives, encouraging professional and personal growth, and recognizing/rewarding positive performance, among others. Throughout the book, the authors refer to what they dubbed three "crosswind factors." These are variables, including generational diversity, diseconomies of scale, and difficult economic conditions, that greatly influence the enactment of various engagement principles. In other words, context matters!

There is plenty to like about this book. For one, it is teeming with rich, qualitative data. This allows the reader to see, in telling fashion, what the "good companies" do well and what the "bad companies" do poorly. The authors' grasp of reality is another noteworthy strength of Re-Engage.
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