Steve VerBurg

In my last blog “Driving Remote Employee Engagement”, we discussed how over the last few months the business reality for many organizations has shifted from a live office environment to a remote office environment. This shift has made employee engagement of virtual employees critical as they can become easily distracted and disengaged. These employees may […]

The concept of employee engagement began in the 1990s and became more widespread in management practice in the 2000s. Research points to organizations with “high” employee engagement being able to outperform those with “low” employee engagement. This is because an “engaged employee” is more enthusiastic about their work and is more likely to give discretionary

In the blog “Building an Organizational Culture of Trust and Respect,” the importance of defining the purpose and values of an organization as the foundation of building a culture was discussed. Once that foundation has been laid, organizations need to make sure they build processes and an atmosphere to support employee input. Dale Carnegie said,

With the COVID-19 pandemic, political polarization, and civil disorder going on right now, the current business environment is Volatile, Uncertain, Complex, and Ambiguous (VUCA). This state of VUCA has created a pivotal point that organizations must face if they want to survive and thrive in the future. Organizational leaders must create boundaries and policies to

In prior blogs, we have discussed both the importance of succession planning as both an exit strategy in “3 Keys to an Effective CEO Succession Plan/Exit Strategy”, as well as a disaster preparedness strategy in “Disaster Preparedness People Plans”. Building a successful organization today combines succession planning with diversity planning. In two other previous blogs