After twenty years of trying to get it right, precious few organizations have cracked the code of employee engagement.
What causes this paradox? As shown in this clear, concise, and compelling book, it is simply this: managing Engagement turns out to be just another drain on the most preci.
Wilson calls "the Engagement paradox" the more companies focus on engagement, the more disEngagement they produce.
Why? Because few could have anticipated the unbending nature of what Brady G.
After twenty years of trying to get it right, precious few organizations have cracked the code of employee engagement