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Tahel - Organizational Practices

In light of geopolitical and socioeconomic changes affecting the labor market, the unique characteristics of Generation Y workers, and the intergenerational transition within the labor market – the focus of organizations on “Employee Engagement” becomes a vital factor in their success.

The level of engagement demonstrate by the employees impacts several dimensions including: productivity, willingness to invest or volunteer in different situations, low employee turnover, customer loyalty and so forth. Numerous global surveys have shown that the average level of engagement within organizations is not high and that a change in levels of engagement contributes to the organization's success.

The following link presents an updated report of the U.S. labor market in 2012 (conducted by Gallup).
Click here

Channels required for foster engagement?
  1. A dedicated Engagement Survey that examines universal factors that are known to influence the level of the Engagement of employees. The survey is led by the HR Department and is followed-up by various organizational / departmental activities for improvement of points that required. (
  2. A response to the individual engagement factors and needs of the individual employee. Research indicates that the ability to provide a response to individual employee factors contributes more to the level of Engagement than does focusing on universal factors. We teach a unique methodology that provides managers with a method and tools for developing the Engagement of their employees - each according to his own personal need.

The methodology was developed by Genos and focuses on mapping of the factors influencing employee Engagement and on examination of the differences between the situation “desired” by the employee and that which realistically exists. Thus in four different dimensions: the Role, the Team, the Organization and Manager.

Each of the four dimensions includes several factors of Engagement, and the manager and employee together prepare the individual Engagement Map of that employee ("desirable" vs. "Real"). They define an improvement plan with objective to achieve better synchronicity between the needs and expectations of the employee and the daily reality he experiences.
In this methodology the manager and employee are jointly responsible for the employee's engagement. It's emphasizing also the employee involvement and responsibility for improving their own level of the Engagement.

Click here to view a digital report which may be part of the engagement program, presenting the employee's desired factors of engagement.