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Here today, gone tomorrow. Or perhaps, in a month.

This is the unfortunate fate of many corporate engagement programs―from mission statements to employee surveys to improvement initiatives. Focus fades quickly after fanfare-laden rollouts fall victim to everyday routine, and attention shifts to another POM-POM (Program of the Month, Program of the Minute).

But it doesn't have to be this way.

The demise of an engagement program is avoidable, with the help of a disciplined measurement system that detriot tigers #35 jersey keeps managers and employees accountable for being engaged and supporting the program's success. Forward-thinking organizations see and seize the value of capturing, tracking and reporting real-time engagement data.

So what do you measure, and how do you measure it in order to sustain engagement and achieve your organization's goals? Here's a three-tiered approach you can follow:

First, evaluate current employee?engagement. Look at things like whether people are completing tasks on time.
Next, examine the?impact?of this engagement on individual and team performance. Specifically, look at employees' knowledge and levels of interest in the work they do.
Finally, measure?outcomes. What is the impact of engagement on aspects of business performance such as productivity, quality or cost??

Developing an employee engagement program?
Here's an example from a client of mine: a high-tech, global organization. Faced with breakdowns in employee communication and trust, we developed a major engagement program that included a new practice for senior leaders. The practice―called a?workplace walk-around―was designed to increase leaders' visibility and approachability, as well as to improve direct, two-way communication between company executives and frontline employees.

Under the new walk-around practice, each week, all members of the senior leadership team were detriot tigers #35 jersey assigned a different building or department to visit in order to meet with employees. The new program got leaders out of their offices and into real work areas. Employees now had the opportunity to meet, on their own turf, with leaders―a rare occurrence. They also had the opportunity to give filter-free feedback directly to leaders―another rare occurrence. Conversations, not PowerPoint charts, guided open discussions detriot tigers #35 jersey about business goals, initiatives and performance.