Identify the failure points in employee engagement and satisfaction most likely to cause loss, and control them first.
Designing Employee Engagement Programmes and Measuring Satisfaction
Build a working method for employee engagement and satisfaction that stands up to scrutiny and survives daily pressure.
📍 Tunis🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
A process for employee engagement and satisfaction that managers quietly work around has already failed. People decide what engagement and satisfaction really means by watching who gets promoted. Organisations that document this area of people management and development properly resolve disputes about it far more quickly. Content is organised around the decisions practitioners actually face in employee engagement and satisfaction, not around theory headings. Discussion is anchored to worked examples of the people management and development discipline rather than to abstract argument. Improvement in engagement and satisfaction stalls when it depends on one capable individual rather than a defined method. Participants who influence employee engagement and satisfaction without directly controlling it will find the content directly usable. Participants gain a clear basis for measuring what engagement and satisfaction has actually achieved. The programme closes with an action plan for this area of people management and development that each participant writes for their own organisation.
Expected Learning Outcomes
Set the minimum documentation for engagement and satisfaction that is genuinely necessary, and stop there.
Build capability in employee engagement and satisfaction across the management line, not only in the people function.
Build the internal capability for engagement and satisfaction rather than depending on external support indefinitely.
Equip managers to hold the difficult conversations employee engagement and satisfaction requires.
Integrate engagement and satisfaction with reward, development and performance processes.
Structure records relating to employee engagement and satisfaction so they satisfy legal and privacy obligations.
Who Should Attend
Reward and compensation staff whose frameworks interact with employee engagement and satisfaction.
Public sector officials applying engagement and satisfaction within a regulated framework.
Line managers who apply employee engagement and satisfaction in practice.
Senior leaders accountable for the culture engagement and satisfaction produces.
Members of committees that take decisions affecting employee engagement and satisfaction.
Employee relations specialists handling cases arising from engagement and satisfaction.
Course Modules
Employee engagement and satisfaction: review, learning and adjustment
2 sessions · 8 pointsSession 1Building the method for employee engagement and satisfaction step by step
- Set escalation thresholds for employee engagement and satisfaction that work out of hours.
- Estimate the cost of engagement and satisfaction and the cost of leaving it unchanged.
- Assign responsibility for keeping documentation of employee engagement and satisfaction current.
- State the purpose of engagement and satisfaction in one sentence a new manager would understand.
Session 2The exception to engagement and satisfaction that sets the precedent
- Agree the indicators that will show whether employee engagement and satisfaction is improving.
- Review whether engagement and satisfaction is aligned with the objectives of the workforce.
- Plan succession for roles most exposed to employee engagement and satisfaction.
- Confirm that contractual obligations around engagement and satisfaction are understood.
Engagement and satisfaction: the manager conversation that decides the outcome
2 sessions · 8 pointsSession 1Keeping records on engagement and satisfaction that are lawful and useful
- Build the appeals route for employee engagement and satisfaction and publish it.
- Reduce the variation in how engagement and satisfaction is carried out between teams.
- Script the difficult conversation employee engagement and satisfaction requires and rehearse it.
- Set the consistency check that catches uneven application of engagement and satisfaction.
Session 2Piloting a change to engagement and satisfaction before committing
- Check that employee engagement and satisfaction complies with current labour regulation in every location.
- Confirm that reporting on engagement and satisfaction reaches the people who can act.
- Set out how exceptions to employee engagement and satisfaction are requested and approved.
- Ask employees what engagement and satisfaction feels like from their side.
Engagement and satisfaction: communication and employee understanding
2 sessions · 8 pointsSession 1Applying engagement and satisfaction consistently to the person you like least
- Measure the effect of employee engagement and satisfaction on retention and performance, not activity.
- Set the review interval for engagement and satisfaction and who attends.
- Define who decides on employee engagement and satisfaction and who may only recommend.
- Estimate the resource engagement and satisfaction requires to run as designed.
Session 2Closing out employee engagement and satisfaction and capturing what was learned
- Pilot changes to employee engagement and satisfaction in one area before wider rollout.
- Document the reasoning for every exception granted under engagement and satisfaction.
- Agree the smallest change to employee engagement and satisfaction that would be visibly useful.
- Write down the assumptions underpinning the approach to engagement and satisfaction.
Engagement and satisfaction: capability across the management line
2 sessions · 8 pointsSession 1Keeping engagement and satisfaction alive after the initial push
- Build the internal briefing that explains employee engagement and satisfaction to those affected.
- Confirm records relating to engagement and satisfaction meet retention and privacy rules.
- Identify the data the organisation already holds that bears on employee engagement and satisfaction.
- Review engagement and satisfaction for unintended equity effects across groups.
Session 2Building manager capability in engagement and satisfaction rather than owning it centrally
- Collect evidence on the present handling of employee engagement and satisfaction before proposing changes.
- Set the annual review point for engagement and satisfaction and who attends.
- Build the competence framework that supports employee engagement and satisfaction.
- Benchmark the organisation's engagement and satisfaction against comparable operations.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.