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High turnover can be costly for companies. Gallup reports the high cost of employee turnover can cost a company up to two times an employee's salary. Another study illustrated the negative impact on employee morale, productivity, and company culture.
Groups including the Hogan Assessments define employee engagement as the degree to which employees think, feel, and act in ways that indicate a commitment to the organization. High levels of employee engagement foster customer loyalty and improve organizational performance. The presentation will cover why employees leave and the reasons for employee resignations.
An organization's focus on employee development and skills training are key factors in improving employee engagement. For example, employees are more engaged when their immediate manager uses a coaching or mentoring style. In this webinar, attendees will learn the difference between coaching and mentoring and how to use each effectively among other skills that assist with developing and retaining employees.
Learning Objectives:
- Define employee engagement
- Recognize the high costs of employee resignations
- Name the differences between intrinsic and extrinsic motivators
- Identify the importance of adult learning, employee engagement, and manager’s roles
- Evaluate the importance of organizational culture, coaching, and mentoring List action steps organizations can take to improve employee engagement
Valerie Pelan, MBA, PCC
Integrated Focus, Inc.
President & Executive Coach
[email protected]
(972) 380-8149
Valerie Pelan, MBA, PCC, President of Integrated Focus, provides high-quality and customized coaching for her clients to ensure they achieve their goals and increase their confidence. Her coaching enables clients to improve their leadership capabilities, make better decisions, and demonstrate a positive approach to organizational dynamics. She works best with clients who want a Coach who understands the complexity of corporate team management and how to collaborate across an organization to achieve business results.
Her clients like her business background and leadership experience and the way she challenged herself to gain strategic expertise to ensure she had career options. Key highlights of her career include leading cross-functional product teams, executive briefings on market research results, and headquarters lead on regulatory activities for Fortune 100 corporations.
Clients describe their coaching sessions as thought-provoking and insightful, enabling them to explore areas that improve their leadership style and interpersonal capabilities. They are leaders motivated to leverage their talents and embrace a forward-looking vision to lead their teams. The coaching sessions provide a safe and confidential space to discuss complex situations.
Examples of clients include a VP of Marketing who improved business results by collaborating across silos, a leader who increased her visibility by leading a complex project and succeeding, and an operations VP who learned the importance of conflict management and teamwork to improve processes. Valerie's clients come from various industries, government agencies, and non-profit leadership.
She is also an Executive Coach for EMBA students at the University of Texas, Dallas Naveen Jindal Graduate School of Management. She speaks on Leadership Presence, employee engagement, and leadership models for companies, non-profits, and professional associations. She is a Professional Certified Coach (PCC) through the International Coaching Federation (ICF), Mentor coach, an MBA, and a Doctoral student in Adult Learning and Workforce Development. Her articles have appeared in the global coaching publication Choice
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