TITLE PAGE -- COPYRIGHT PAGE -- CONTENTS -- FOREWORD -- FOREWORD -- INTRODUCTION -- CHAPTER 1: WHAT IS ENGAGEMENT - AND WHY DOES IT MATTER? -- Introduction -- The rising importance of employee engagement -- How engaged are employees? -- Defining terms -- What does engagement look like? -- What does disengagement look like? -- A win-win relationship? -- What do employees want? -- The business case - what's the evidence? -- Conclusion - an engagement deficit? -- CHAPTER 2: WHY IS ENGAGEMENT SO ELUSIVE? -- The changing engagement landscape -- Diverging interests -- The commoditization of work -- Mutuality? -- The growing engagement gap -- Lack of meaning at work -- Changing expectations of younger workers -- More specific engagement factors -- But whose job is engagement? -- 'Toxic' managers -- What about managers themselves? -- Bunker mentality -- Lack of consultation -- So what? -- Conclusion -- CHAPTER 3: WHAT DRIVES ENGAGEMENT? -- Can anyone be 'engaged'? -- The main elements of engagement -- Towards an integrated model of employee engagement -- Conclusion -- CHAPTER 4: DO YOU KNOW HOW ENGAGED YOUR PEOPLE ARE RIGHT NOW? -- The importance of measurement -- Types of surveys and selection of a provider -- What to cover in the survey -- Setting up the survey process -- Timing and frequency of surveys -- Launching and running the survey -- After the survey - turning results into action that makes a difference -- Conclusion -- Notes -- CHAPTER 5: SO WHAT ARE YOUR EMPLOYEES TELLING YOU? -- Step 1: Check -- Step 2: Calibrate -- Conclusion -- Notes -- CHAPTER 6: GETTING BEYOND ANALYSIS AND INTO ACTION -- Step 3: Commit -- Step 4: Communicate -- Step 5: Conclude -- Conclusion -- CHAPTER 7: ROADBLOCKS TO CREATING AN ENGAGED WORKFORCE -- Addressing managerial resistance -- The wrong sorts of management sponsorship -- Opposition from employee representatives.

Overcoming 'survey fatigue' -- When engagement improves but doesn't feed through to improved organizational performance -- When engagement goes too far -- The risks of escalation of commitment -- Conclusion -- CHAPTER 8: BUILDING A CULTURE OF ENGAGEMENT -- Creating Connection - the leadership challenge -- Leaders and culture-building -- Embedding a culture of engagement -- Conclusion -- CHAPTER 9: ENGAGING MANAGERS -- What do engaging leaders and managers actually do? -- Conclusion -- CHAPTER 10: ENGAGEMENT IN TOUGH TIMES -- What do 'engaging employers' do? -- Voice -- Managing change -- The emotional journey of change - the transition curve -- Handling redundancies -- Mergers and acquisitions -- Leaders as a point of contact to rebuild trust -- Public sector engagement challenges -- Creating a change-able work environment -- Conclusion -- CHAPTER 11: FINDING MEANING, GROWTH AND ENGAGEMENT -- The talent challenge -- Components of Scope -- Physician, heal thyself! -- Making choices -- In summary: managing your own engagement -- Conclusion -- Notes -- ANNEX 1: COMPARISON OF THE EMPLOYEE ENGAGEMENT MODEL AND OTHER VIEWS OF ENGAGEMENT DRIVERS -- Gallup -- Kenexa -- Towers Watson -- ANNEX 2: ENGAGEMENT MODEL AND ACTION AREAS -- BIBLIOGRAPHY -- INDEX.