Cover -- Contents -- List of Figures -- List of Tables -- Acknowledgements -- Part I: The End of Employee Coercion -- The Beginning of Employee Engagement -- Chapter 1 The CEO -- The Chief Engagement Officer: Leaders are Learning to Engage Their People to Drive Sustainable Performance and Change -- Why would you want engaged employees? -- Employee engagement means opening up decision making and change to those who will add value, not faster more persuasive propaganda -- Global freight carrier story: what employee engagement looks like -- Challenges presented by employee engagement -- Communication in organisations has become stuck in command and control -- Philosophy underpinning internal communication must change -- Is employee communication a new phenomenon? -- Right level of engagement - entirely dependent on the business situation to hand -- Employee experience becomes customer experience -- Brief history of internal communication -- Chapter 2 What Engaging People Means -- Ice cream exercise: what does engagement taste like? -- What does engagement really mean? -- Engaging employees and workers involves leaders and supervisors in sharing power -- A narrow definition of employee engagement -- Turbo-charged presentation or considered power sharing? -- Is employee engagement a process or an integral part of the values of the organisation? -- Paradox of brand -- Temptations of the sirens of culture management -- Conditions for success -- Chapter 3 Four Approaches to Engaging Your People -- When might each approach be suitable? -- Co-creation - an acceptable risk? -- Chapter 4 The Irrationality of Leaders in Engaging their People in Strategy and Change -- Choice of approach to employee engagement is often impulsive -- The metaphor of the peace treaty -- The chief engagement officer: the CEO.

Chapter 5 Why Employee Engagement Matters - the Missing Half of Decision Making -- Decision makers must consider how to engage -- Building engagement and communication planning into decision making: a practical model -- Step 1 -- Step 2 -- Step 3 -- Step 4 -- Step 5 -- Chapter 6 Measuring Employee Satisfaction is a Waste of Time -- Drivers of employee engagement -- Ethics and usefulness of large-scale employee research -- Dubious value of benchmarking -- Identify the influences or drivers of employee engagement unique to your organisation and situation -- Are satisfied employees good for business? -- Business and cultural consequences of encouraging and measuring employee satisfaction -- What, how and how often should you consider measuring? -- Understanding the demographics of the organisation -- Identifying and measuring the key drivers which have the greatest influence on the performance and affliation of your people -- Tracking and adapting change and transformation -- Part II: Designing and Implementing Effective Employee Engagement -- Chapter 7 Understanding Previous Habits of Engagement to Accelerate Change -- Understanding previous patterns of engagement -- giving the work of diagnosis to the people affected -- Other simple devices to help people have insight about their part in change -- Last few words -- Chapter 8 Preparing to Design an Effective Employee Engagement Intervention -- Principles and lessons for designing an engagement intervention -- Leisure company engages its entire staff in driving service as a key differentiator -- Chapter 9 Brief Guide to the Methods and Approaches in Employee Engagement Interventions -- Engaging people to drive performance is a leadership philosophy not a tool box -- Grouping engagement methods under the four approaches to engagement model -- Building engagement into change programmes.

Chapter 10 Engagement to Drive Implementation of Strategy -- A few words on strategy -- The transformation of the finance function story -- What lessons can be learnt from the finance story? -- Part III: Engagement as Part of the Culture: Implications of Effective Engagement for Leaders, Employees and Internal Advisers -- Chapter 11 Creating a Climate of Engagement: Implications for Leaders and Organisational Communication -- Analogies between political and business life -- Demographics of change -- Supervisors - day-to-day engagement officers -- Equipping supervisors and team leaders to engage their own people in day-to-day performance and change -- CEO as chief engagement officer -- Growing engagement capability -- Changing the DNA of internal communication from coercion to inclusion -- Epilogue to Chapter 11 -- Chapter 12 Employee Engagement - a Review of the Literature -- Sources of current research -- Definitions and approaches -- Measurement and drivers -- Role of leaders -- Role of communicators -- Conclusions -- References -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W.