GENERAL GUIDELINES As HR professionals consider adopting or modifying practices or initiatives to increase employee engagement, they should: Make sound investments. The organization should consider the strategic implications of various HR practices and determine which are more important and merit greater investment to enhance engagement levels. Develop a compelling business case. HR professionals should be able to demonstrate how these investments have led to positive, measurable business outcomes for the organization or other businesses. Consider unintended consequences. When evaluating alternatives for redesigning HR practices to foster employee engagement, think about the likely impact of the revised policies. Are there potentially unintended, unfavorable consequences that may occur based on the impact of that change on employees in different circumstances and life situations? D Base investment decisions on sound data. Employee engagement should be measured annually. Survey items should be linked to the organization's key performance measures, such as profitability, productivity, quality, customer satisfaction and customer loyalty. Outcomes of employee engagement research should include the identification of the highest-impact engagement levers and survey items that differentiate top-performing business units from less successful units. W https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/sustainingemployeeengagement.aspx Developing and Sustaining Employee Engagement - Create an "engagement culture." This can be done by communicating the value of engagement in the mission statement and executive communications, ensuring that business units implement their engagement action plans, monitoring progress, adjusting strategies and plans as needed, and recognizing and celebrating progress and results. 9/7/22, 10:16 AM 6/11

As HR professionals consiter adopting or modifying practices or initatves to ingerese employee engagement, they should: - Make sound investments. The organization should consider the strategic implications of various HR practicos and determine which are more important and merit greater investment to enhance engagement lavels. * Develop a compelling business case. HR professionals should be able to demanstrate how these investments have led to positive, meosurable business outcomes for the organization or other businesses. - Consider unintend ed consequences. When evalusting aiternatires for redesigning HR practices to foster emplayee engapement, think about the likely impact of the revised polioes. Are there potentially unintended. unfovorable consequences that may occur based on the mpact of that change on emplayees in ditfecent circumstances and Ide sityations? - Base investment decisions on sound data. Employee engagement should be measured annually Survey items should be linked to the organization's key performance mensures, such as peofitability productivity, quaity, customer satsfaction and customer loyalty. Outcomes of employee engsgement research should include the identification of the highest-impact engogement levers and survey items that ditferentage fop-performing business units from less successful units Os thew shrm org iresourcesandlookshools and samples/bolkite/pages/sustainingemployecengagement aspo 12,10:16AM Devcloping and Sustaining Employee Engagement - Create an "engagement culture." This can be done by comenunicating the value of erigogemant in the mssion statement and execubve communications, easuring that business units implement their engogement action plans, monitoring progress, adjusting strategies and plins as needed. and recoignizing and celebrating progress and results. Under the "General Guidelines" section of the article, which one surprised you the most and why