Retrain or Drain

8/11/2019 Retrain or Drain

1/13

Retin or Drin:

The A.R.T. of EninEmployees


2/13

Lets tlk bout indictors.We measure the health of our economy through unemployment rates and job

numbers both of which continue to march toward rosier pre-recession levels.

But what about the future health of your company? It rests on your employee

retention rates and their productivity. As job opportunities abound and the

economy picks up steam, how will you keep them from underperforming,

pursuing new jobs and walking out the door?

Employees are arguably every companys most valuable asset. So its no

surprise that human capital creativity, innovation, customer service skills, or

whatever it may be correlates directly to actual capital. Talent is expensive to

attract, but even pricier to replace. Based on figures from the U.S. Bureau of

Labor Statistics, thecost of replacing an employeeis $57,968. This figure is

flanked by another retention statistic put out by theSociety of Human Resource

Management a 10% reduction in employee turnover is worth more to the

company than a 10% increase in sales.

Its obvious that investing in employee engagement improves organizations

bottom lines. When talented, engaged employees perform better, customers

reap the rewards of a better product or service and overall experience. Happy

customers=happy employees. The good news is, once you create an

atmosphere where employee engagement exists, the talent will multiply.

Satisfied, productive employees will refer cohorts, and talented candidates willseek out your organization because of your superior workplace culture.

How do you know if your employees are engaged? An employee feedback

program is necessary to measure your staffs satisfaction, productivity and

overall engagement. If you do it right and your employees trust that their

anonymity is protected, youll gain a firsthand look into what motivates them,

what impedes their growth and how to make their experience a positive one.

This is your chance to be a fly on the wall at the water cooler, in the break roomor at happy hour. Learn how to implement an employee feedback program that

will help engage your employees today!

-10%reduction in employee turnover

+10%increase in sales

is worth more to a company than

Retain or Drain: The A.R.T. of Engaging Employees | 2
http://smallbusiness.uprinting.com/the-high-cost-new-hires/http://smallbusiness.uprinting.com/the-high-cost-new-hires/http://smallbusiness.uprinting.com/the-high-cost-new-hires/http://www.shrm.org/Pages/default.aspxhttp://www.shrm.org/Pages/default.aspxhttp://www.shrm.org/Pages/default.aspxhttp://www.shrm.org/Pages/default.aspxhttp://www.shrm.org/Pages/default.aspxhttp://www.shrm.org/Pages/default.aspxhttp://smallbusiness.uprinting.com/the-high-cost-new-hires/


3/13

Listen to the voiceof your employees.It will make them feel valued and will ultimately

make your organization more profitable. According to

a recent study by AON Hewitt & Mercer,50% of

employees characterize themselves as passively

engaged or actively disengaged. Furthermore, one

disengaged employee can drain $10,000 from your

companys bottom line annually. Now multiply those

figures over the size of your staff and youll start to

realize why creating a workplace culture that fosters

continuous feedback is essential. Unfortunately,

these circumstances are not uncommon.A recentpoll by Gallupemphasized how disengaged

employees act as a major drain nationally. The polling

company estimates, as a whole, disengaged workers

cost the U.S. a staggering $550 billion in economic

activity each year.

Productivity aside, without a proper feedback

program in place, a staff with a perpetual case of the

Mondays isnt your only problem. Disconnectiondoes not inspire loyalty.The Deloitte Talent Edge

2020 reported that,on average, two out of every

three disengaged employees are considering leaving

their current jobs. And, as evidenced by the statistics

above, their quest for greener pastures isnt cheap.

The Drin

Without a proper feedbck

prorm in plce, stff with

perpetual cse of the Mondys

isnt your only problem.

disengaged employees cost the US

$550 Billionin economic activity each year

http://www.aon.com/attachments/engagement_2%200_oct2010.pdfhttp://www.aon.com/attachments/engagement_2%200_oct2010.pdfhttp://businessjournal.gallup.com/content/162953/tackle-employees-stagnating-engagement.aspxhttp://businessjournal.gallup.com/content/162953/tackle-employees-stagnating-engagement.aspxhttp://businessjournal.gallup.com/content/162953/tackle-employees-stagnating-engagement.aspxhttp://businessjournal.gallup.com/content/162953/tackle-employees-stagnating-engagement.aspxhttp://www.fastcompany.com/1812705/talent-paradox-despite-high-unemployment-two-thirds-your-employees-are-ready-bailhttp://www.fastcompany.com/1812705/talent-paradox-despite-high-unemployment-two-thirds-your-employees-are-ready-bailhttp://www.fastcompany.com/1812705/talent-paradox-despite-high-unemployment-two-thirds-your-employees-are-ready-bailhttp://www.fastcompany.com/1812705/talent-paradox-despite-high-unemployment-two-thirds-your-employees-are-ready-bailhttp://www.fastcompany.com/1812705/talent-paradox-despite-high-unemployment-two-thirds-your-employees-are-ready-bailhttp://www.fastcompany.com/1812705/talent-paradox-despite-high-unemployment-two-thirds-your-employees-are-ready-bailhttp://businessjournal.gallup.com/content/162953/tackle-employees-stagnating-engagement.aspxhttp://businessjournal.gallup.com/content/162953/tackle-employees-stagnating-engagement.aspxhttp://www.aon.com/attachments/engagement_2%200_oct2010.pdf


4/13

No matter what product or service your organization provides, every member

of your staff affects the final result, which, in turn, affects your customers

experiences. Even if your customer service team is the only department that

directly interacts with your customers, they arent the only employees who

will impact your brand. Think about it: An information technology departmentslow to alleviate glitches will hinder office productivity; a lack of innovation in

research and development will spawn inferior products; and frontline sales

representatives without energy will fall short of their quotas.

Delivering an excellent customer experience pays off. When happy

employees make customers happy, its reflected in revenues. According to a

study by Aberdeen Group,a 14.4% year-over-year improvement in customer

satisfaction amounted to an 87% customer retention rate and a 28.3%

improvement in annual revenue. Conversely, a 7.5% year-over-year decline incustomer satisfaction resulted in a 20% customer retention rate and a loss of

0.2% in annual revenue.

In todays hyper-social marketplace, the wrath of a displeased customer can

compound quickly. Sites like Facebook and Twitter provide an outlet for

customers to vent to their vast networks of friends and family, while review

forums like Yelp and Reputation.com allow anyone to become an insta-critic.

If your customers feel slighted, the powerful tools at their disposal can do

irreparable damage to your brand.

The best way to protect your brand and ensure a valuable customer

experience is to address the root problem: employee engagement. If

employees feel neglected and undervalued at the office, customers will

feel the effects. Remember, it all boils down to this:

Your Customers

will Thnk You

When hppy employees

mke customers hppy,

its reflected in revenues

Hppy employees = hppy customers


Tweet this!

14.4%YoY improvement in

customer satisfactio

=87%customerretention rate

&improvement inannual revenue

28.3%28.3%

7.5% YoY decline incustomer satisfactio

=20%customerretention rate

&loss in annualrevenue

0.2%
http://www.cvent.com/en/pdf/aberdeen-report-2012-voice-of-the-customer.pdfhttps://twitter.com/intent/tweet?text=%22When+happy+employees+make+customers+happy,+it%27s+reflected+in+revenues%22+-+%40cventsurvey+http://bit.ly/1chmbtihttps://twitter.com/intent/tweet?text=%22When+happy+employees+make+customers+happy,+it%27s+reflected+in+revenues%22+-+%40cventsurvey+http://bit.ly/1chmbtihttps://twitter.com/intent/tweet?text=%22When+happy+employees+make+customers+happy,+it%27s+reflected+in+revenues%22+-+%40cventsurvey+http://bit.ly/1chmbtihttps://twitter.com/intent/tweet?text=%22When+happy+employees+make+customers+happy,+it%27s+reflected+in+revenues%22+-+%40cventsurvey+http://bit.ly/1chmbtihttps://twitter.com/intent/tweet?text=%22When+happy+employees+make+customers+happy,+it%27s+reflected+in+revenues%22+-+%40cventsurvey+http://bit.ly/1chmbtihttp://www.cvent.com/en/pdf/aberdeen-report-2012-voice-of-the-customer.pdf


5/13

The A.R.T. of Employee

Feedbck PrormsOk, so youre convinced that giving your employees a voice is a necessary step

toward retaining them and empowering them to do great work. Now its time

to find out how to engage them through an employee feedback program. But,

be warned, implementing it is an A.R.T. Its all about Awareness, Relevancy

and, most importantly, Trust. To accurately pinpoint key drivers affectingemployee engagement levels, your employees must feel a sense of anonymity

and that their opinions matter. Although you might be eager to begin polling

the collective mood around the office, doing it successfully requires foresight.

Read on for the cornerstones of an effective employee feedback program.



6/13

AwrenessLaunching a successful employee survey depends on

creating awareness on two levels. And theyre both

equally important. The first phase of awareness has to

come from the C-suite. Senior management needs to

buy into the program. While some executives

experience trepidation upon facing some potentially

unsettling realities about their staff, establishing goals

for the survey and tying them directly to goals for

improving retention rates and productivity should quell

their concerns. Not only does management need to sign

off on the project, they should promote participation

among the staff. When employees hear management

touting the benefits of participating, theyll feel like their

feedback has the power to affect actual change.Awareness begins with a top-down approach.

In addition to getting general buy-in from senior

leadership, an employee feedback program needs a

champion. This person accepts responsibility for moving

the program along. The champion dedicates time and

resources into seeing the program through each stage

from creation to insight-based action.

The second level of awareness exists on the employee

level. In order to garner the response rates you want,

you have to spread the word. An email notification with

a brief explanation and a link to the survey is an easy

way to jump-start participation. After you send out the

initial email, the right software should give you the

autonomy to send out reminders to non-respondents

based on an automated time schedule. However, dont

rely solely on email reminders. Take advantage of staff

meetings, intranet postings and the company

newsletter to explain the impetus behind the surveys

and why participation is important. Flyers in high traffic

areas like kitchens, lobbies, elevators or even bathrooms

also help to keep the survey top of mind.

Timing is a critical piece of the awareness puzzle as well.

You need to be mindful of your employees time

constraints and workflow, specifically when it comes to

establishing survey send times and deadlines. Typically,

sending out surveys mid-week during the middle of the

day drives up participation rates, but it could vary

depending on when employees receive the highest

volume of emails. If youre concerned the survey will getburied regardless of send time, set aside a specific

company-wide time for everyone to complete it. Avoid

sending the survey during major organizational

milestones acquisitions, mergers, end of financial

quarters and busy seasons eschew average satisfaction

levels and dont leave employees with enough time to

devote to completing the task.

In ddition to ettin enerl buy-in

from senior ledership, n employee

feedbck prorm needs chmpion.

Retain or Drain: The A.R.T. of Engaging Employees |


7/13

RelevncyYour employee survey will only provide actionable insights if you ask theright

questions.If your questions are too generic, you can expect generic responses.

And if your survey is irrelevant, employees may become aggravated answering

questions that arent applicable to their role in the organization. Functional survey

software should give you the capability to utilize a range of question formats that fit

each question type. Depending on the kind of data you want to capture, youll need

to use different formats like multiple choice questions for demographic information,

the Likert scale for satisfaction levels and text boxes for open-ended questions.

Dont forget to employ logic and direct respondents to skip to certain questions

based on their responses. This ensures employees wont have to sift through

questions only to check the box that reads N/A.

A relevant survey is also a diverse survey. Your employees satisfaction levels are

tied to more than a paycheck, and their day-to-day job functions arent mutually

exclusive from the environment they carry them out in. Therefore, the best

employee satisfaction surveys ask for emotional and functional feedback. Emotional

questions about workplace culture, coworkers and professional development likely

carry as much weight as functional questions about job responsibilities, salary and

benefits. However, even though there are a seemingly infinite amount of questions

you could ask employees, too many questions will overwhelm them. When surveys

take too long to complete, people tend to fill them out haphazardly by the end or

abandon them before completion. Avoid survey fatigue by setting specific goals for

the survey. With a clear focus on the type of information you aim to gather, you will

be able to contain the length of the survey. If you have numerous topics you wishto collect feedback on, create multiple shorter surveys and distribute them

throughout the year instead of in one unmanageable, unfocused survey.

The biggest return on investment comes from employee feedback programs that

ask the right questions. Dont shy away from asking relevant questions because

you might solicit negative responses its the negative feedback that will help you

learn most about your employees wants and needs.

The secret to extracting honesty from employees, even if its negative, dependson your ability to clear one last hurdle: trust.

A relevnt survey

is diverse survey

http://survey.cvent.com/blog/cvent-web-surveys-blog/presentations?i_cid=70100000000RdPIAA0http://survey.cvent.com/blog/cvent-web-surveys-blog/presentations?i_cid=70100000000RdPIAA0http://survey.cvent.com/blog/cvent-web-surveys-blog/presentations?i_cid=70100000000RdPIAA0http://survey.cvent.com/blog/cvent-web-surveys-blog/presentations?i_cid=70100000000RdPIAA0http://survey.cvent.com/blog/cvent-web-surveys-blog/presentations?i_cid=70100000000RdPIAA0http://survey.cvent.com/blog/cvent-web-surveys-blog/presentations?i_cid=70100000000RdPIAA0


8/13

TrustIts time to build trust in your employees. Remember, asking employees to

disclose their critiques and closely held opinions is a big deal. If they fear candor

comes with repercussions, they will shy away from honesty. Diluted answers

and faux praise is the equivalent of survey lip service it may feel good, but it

wont help create lasting solutions. Surveys are for empowering employees, not

for making them feel like a witch hunt is underway.

The most effective way to establish trust is to ensure anonymity. When

employees know their responses cant be tracked back to them, they feel more

comfortable revealing the truth. Protect staff anonymity by using survey

technology with the capability to give results without giving up identities.

Additionally, be careful not to ask any unique identifiers. For example, if there

is only one male on staff, its best to nix the gender question.

Despite attempts to assert survey anonymity, employees may still remain

skeptical of revealing their true feelings. In this case, its worth considering

using a third party. Bringing in an outside group to help design the survey,

manage the distribution list, send email reminders and run data analysis reports

can ensure you are getting the most comprehensive results from your

employee feedback program.

Another way to build trust is to continuously collect employee feedback.

Reoccurring surveys demonstrate your commitment to making changes and

measuring how they affect the staff. Conducting only one obligatory employeesurvey a year wont be viewed as a serious attempt at understanding workplace

satisfaction levels.

Employee feedback programs rest on trust. Be up front, be transparent and

let your staff know they can trust you.

Set your survey up for success by treating it like an A.R.T. Once you have taken

steps to raise awareness, ensure relevancy and build trust, you have laid the

foundation for engaging your employees.

Reoccurrin surveys

demonstrte your

commitment to

mkin chnes nd

mesurin how they

ffect the stff.


Tweet this!
https://twitter.com/intent/tweet?text=%22Reoccurring%20surveys%20demonstrate%20your%20commitment%20to%20making%20changes%20and%20measuring%20how%20they%20affect%20the%20staff.%22+http://bit.ly/1chmbti%22https://twitter.com/intent/tweet?text=%22Reoccurring%20surveys%20demonstrate%20your%20commitment%20to%20making%20changes%20and%20measuring%20how%20they%20affect%20the%20staff.%22+http://bit.ly/1chmbti%22https://twitter.com/intent/tweet?text=%22Reoccurring%20surveys%20demonstrate%20your%20commitment%20to%20making%20changes%20and%20measuring%20how%20they%20affect%20the%20staff.%22+http://bit.ly/1chmbti%22https://twitter.com/intent/tweet?text=%22Reoccurring%20surveys%20demonstrate%20your%20commitment%20to%20making%20changes%20and%20measuring%20how%20they%20affect%20the%20staff.%22+http://bit.ly/1chmbti%22https://twitter.com/intent/tweet?text=%22Reoccurring%20surveys%20demonstrate%20your%20commitment%20to%20making%20changes%20and%20measuring%20how%20they%20affect%20the%20staff.%22+http://bit.ly/1chmbti%22https://twitter.com/intent/tweet?text=%22Reoccurring%20surveys%20demonstrate%20your%20commitment%20to%20making%20changes%20and%20measuring%20how%20they%20affect%20the%20staff.%22+http://bit.ly/1chmbti%22https://twitter.com/intent/tweet?text=%22Reoccurring%20surveys%20demonstrate%20your%20commitment%20to%20making%20changes%20and%20measuring%20how%20they%20affect%20the%20staff.%22+http://bit.ly/1chmbti%22https://twitter.com/intent/tweet?text=%22Reoccurring%20surveys%20demonstrate%20your%20commitment%20to%20making%20changes%20and%20measuring%20how%20they%20affect%20the%20staff.%22+http://bit.ly/1chmbti%22


9/13

Question

Types &Dt

Anlysis

Once employees finishthe survey, the mostimportnt prt isnlyzin the dt.Survey tools with online analysis and reporting features

make this process less arduous. Your survey should

contain at least four major types of questions for optima

data analysis.

The first question type necessary to the data analysis

process is theLikert Scale.Usually these questions are

formatted using the following five-point scale:

1. Stronly disree

2. Disree

3. Neutrl

4. Aree

5. Stronly ree

This scale will measure your employees level of

agreement with various statements as well as the

intensity of their feelings. For example, if your

statement reads, I am happy with the companys time

off policy, the Likert Scale will let you know how

powerfully your employees agree or disagree. Analyzing

these results involves adding the points and dividing the

sum by the number of respondents to find the average

satisfaction level.

http://survey.cvent.com/blog/customer-insights-2/do-we-agree?i_cid=70100000000RdPIAA0http://survey.cvent.com/blog/customer-insights-2/do-we-agree?i_cid=70100000000RdPIAA0http://survey.cvent.com/blog/customer-insights-2/do-we-agree?i_cid=70100000000RdPIAA0


10/13

The second type of question necessary to aid data analysis is an

open-ended question.Asking open-ended questions gives respondents

the chance to explain exactly why they way they feel the way they do.

Their comments provide qualitative insights that a scale or multiple-choice

question cant capture. In addition to reading through responses and

mining them for compelling answers and reoccurring themes, advanced

survey software can help you gain more value from large volumes of

open-ended questions with text analysis features. Text analysis tools help

structure the data by identifying word trends and separating positive and

negative feedback.

The next question measures yournet promoter score,commonly referred

to as NPS. Similar to the customer loyalty metric, employee NPS works in

much of the same way. Its used to calculate the staffs overall loyalty to

the company. The score, typically based on a 0-10 scale, asks the following

question, How likely are you to recommend working at Company X to a

friend? You can calculate the score by subtracting the number of

detractors (those who answer 0-6) from the number of promoters (those

who answer 9-10). Remember to follow up this question by asking

respondents why they chose the number they did. It will help you identify

whats affecting loyalty levels around the office.

Finally, to compare satisfaction levels across various segments of your

staff, youll need to ask respondents demographic information like how

long theyve worked for the company and what department they work in.With this information, you can compare results by segment using cross

tabulation statistics. This measures the correlation between two metrics.

For example, does your accounting department indicate its very satisfied

with office hours, but your customer service department says its

dissatisfied? Cross tabulating different attributes helps highlight disparities

between specific employee groups. Look for reoccurring trends and focus

on categories that show overwhelming consensus or dramatic differences

between segments.

Delving into survey data and analyzing results is a necessary step in the

employee feedback process. Before you can take action, you must make

sure youre working to adjust the right things. If you doubt whether or not

you have the time and resources to undertake a comprehensive analysis,

look into web survey software with a support team that will handle

the reporting.


Employee Net Promoter

Score: How likely re yoto recommend workin

Compny X to friend?
http://survey.cvent.com/blog/customer-insights-2/maximizing-value-in-open-ended-questions?i_cid=70100000000RdPIAA0http://survey.cvent.com/blog/customer-insights-2/maximizing-value-in-open-ended-questions?i_cid=70100000000RdPIAA0https://www.cvent.com/en/web-survey-software/net-promoter-score.shtml?i_cid=70100000000RdPIAA0https://www.cvent.com/en/web-survey-software/net-promoter-score.shtml?i_cid=70100000000RdPIAA0https://www.cvent.com/en/web-survey-software/net-promoter-score.shtml?i_cid=70100000000RdPIAA0https://www.cvent.com/en/web-survey-software/net-promoter-score.shtml?i_cid=70100000000RdPIAA0http://survey.cvent.com/blog/customer-insights-2/maximizing-value-in-open-ended-questions?i_cid=70100000000RdPIAA0


11/13

Actin on Insihts

A mjor pitfll when itcomes to fledlin employeefeedbck prorms is lckof follow-up.Data has a tendency to become inert thrown by the

wayside because no plan was put in place to process it and

no one owns the follow up. Employees will notice their

feedback was not taken seriously, creating the opposite of

the desired effect. Instead of engaging employees, a lack of

follow through will further disengage them.

Prevent launching an employee program thats potentially

damaging to staff morale by resolving to do something with

the results. Have a plan. Before the launch, decide who is

going to take ownership of the program and start to draft

goals. The first survey will provide solid insights to take

action on. From there you can take steps to remedy the

major impediments to employee satisfaction. While you

wont be able to address every issue voiced by the staff

members, acknowledging you heard them and taking small

steps to fix some of the problems shows employees they

matter. Be as transparent as possible. Make the survey

results available to everyone in the office. This makes itclear youre not trying to hide a reoccurring theme in the

data. Even if its an issue you cant change, addressing it

and explaining why the organization cant change it, shows

employees that their voice was heard.

Once youve begun to make organizational

adjustments, its important to continue to collect

feedback from employees on a consistent basis.

Use repetition as your yardstick for progress. Track

how employee satisfaction levels evolve over time

and tie your goals into retention rates and

productivity levels. The most comprehensive

employee feedback programs also compare insight

from customer feedback programs. Over time, you

should be able to monitor how trends in employee

satisfaction and loyalty levels affect trends in

customer data like loyalty, satisfaction and overall

revenue. Its the best way to see your investment

in employee engagement pay off.



12/13

Evolvin Relities

The relity is, in todys knowlede-bsed economy, orniztions reconstntly competin to ttrct ndretin top tlent.Their ability to do so affects how well they perform in the marketplace. Tangible

benefits like pay, vacation time and employee perks are often mirrored by

companies across like industries. This means its the intangible benefits that

make the difference. Whether your employees are motivated by growth

prospects, recognition for a job well done, professional development

opportunities or office culture quirks like dress code, you wont know until

you ask for their feedback.

Underestimating the true benefits of a great workplace is costly. It will cost

your organization in lost resources and missed opportunities. Consider the

latest Fortune 100 statistic in 2012, a fund of publicly traded companies in the

Fortune 100 Best Companies to Work For list performed three times as well as

all other companies on the S&P 500 stock index. Its simple: Happy employees

work harder, look for ways to exceed expectations, treat customers better and

ultimately make your organization more profitable.

Remember, the voice of your employees is an invaluable tool, so start listening

to them before someone else does!

http://www.fastcompany.com/3006150/proof-profits-americas-happiest-companies-also-fare-best-financiallyhttp://www.fastcompany.com/3006150/proof-profits-americas-happiest-companies-also-fare-best-financiallyhttp://www.fastcompany.com/3006150/proof-profits-americas-happiest-companies-also-fare-best-financially


13/13

www.cvent.com | 866.318.4358

Self-AssessmentHow does your employee engagement program stack up?

Take ourEmployee Feedback Assessmentto evaluate your

current efforts, and based on how youre doing well follow

up with tips, best practices and strategies for improving

future surveys at your organization.

Tke Assessment

Cvent is an industry leader in Enterprise Feedback Management and

works with organizations around the globe to help them collect

feedback from their various constituents i.e. customers, employees,

partners, etc. With Cvent's web survey software, organizations can

streamline the way they collect feedback and timely business

intelligence. Professionals use Cvent's web survey software to

measure employee satisfaction, enhance company culture, test

markets, qualify leads, evaluate program effectiveness, and gauge

stakeholder opinions.The web survey solution provides organizations

with survey management, data collection and the reporting tools

needed to get the most out of the organization's budget and staff.
http://www.cvent.com/en/web-survey-software/http://campaigns.cvent.com/d/7cqycn?refid=ART-end&cid=70100000000RNGjAAOhttp://campaigns.cvent.com/d/7cqycn?refid=ART-end&cid=70100000000RNGjAAOhttp://campaigns.cvent.com/d/7cqycn?refid=ART-end&cid=70100000000RNGjAAOhttp://campaigns.cvent.com/d/7cqycn?refid=ART-end&cid=70100000000RNGjAAOmailto:?subject=The%20ART%20of%20Employee%20Engagement&body=Learn%20how%20to%20cultivate%20your%20employees%20by%20engaging%20employees%20in%20this%20playbook%20by%20Cvent!%20http://bit.ly/19zz9kThttps://plus.google.com/share?url=http://bit.ly/11wZf34http://www.linkedin.com/shareArticle?mini=true&url=http://bit.ly/16aFBJX&title=The+ART+of+Employee+Engagement,+a+playbook+by+Cventhttps://twitter.com/intent/tweet?text=The+ART+of+Employee+Engagement,+a+playbook+by+%40cventsurvey:+http://bit.ly/1chmbtihttps://www.facebook.com/sharer/sharer.php?u=http://bit.ly/18U4H5Ohttp://campaigns.cvent.com/d/7cqycn?refid=ART-end&cid=70100000000RNGjAAOhttp://campaigns.cvent.com/d/7cqycn?refid=ART-end&cid=70100000000RNGjAAOhttp://www.cvent.com/en/web-survey-software/

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