Programacion Neurolinguistica

1

MENTORING & ENGAGEMENT
Sustaining Organizational Success

www.3creek.com

By Triple Creek

2

TABLE OF CONTENTS
Introduction ..................................................................................................3
The High Cost of Employee Disengagement ............................................. 4
The Positive Impact of Employee Engagement........................................ 6
Engagement, Mentoring and the Q12™ .................................................... 8
Conclusion .................................................................................................. 11
Appendix..................................................................................................... 12
Endnotes/References................................................................................ 13

The material contained in this pamphlet is by Triple Creek Associates, Inc.
It is protected by U.S. Copyrights and Trademarks. The Reproduction of this
material in any form is prohibited by penalty of law. No part of this publication
may be reproduced, stored in a retrieval system, or transmitted, in any form
or by any means, electronic, mechanical,photocopying, recording, or
otherwise, without prior written permission of Triple Creek Associates, Inc.
Copyright ©2006, 2010 by Triple Creek Associates, Inc. Second Edition

For more information about Triple Creek, our services or our resources, visit us at www.3creek.com.

3

INTRODUCTION
In Follow this Path: How the World’s Greatest Organizations Drive
Growth by Unleashing HumanPotential, authors Curt Coffman and
Gabriel Gonzalez-Molina analyze a Gallup Organization study of over
10 million customers, 3 million employees and 200,000 managers.1
Based on their research, they infer that:

Engaged
Employees

Lead to
Engaged
Customers

Results in
Sustainable
Growth, Profits
and Higher Stock
Value for
Organizations2

The argument is clear: engaging employeesshould be a top priority in
companies that are striving for success.
What is also clear is that the majority of employees are not engaged,
and it costs companies dearly:
Hundreds of diverse companies were studied that shared one
extraordinary and troubling statistic. In a majority of these
companies, only 20 to 30 percent of the employees were
engaged in their work…. The most engaged workgroups were
the most productive. The rest tended to be average, mediocre,
or downright destructive….3

For more information about Triple Creek, our services or our resources, visit us at www.3creek.com.

4

78% of the workforce is
not engaged or is actively
disengaged, resulting in:
-

22% of the workforce is
engaged, resulting in:

High Turnover
Low Productivity
Low CustomerMetrics
Low Profitability4

-

Low Turnover
High Productivity
High Customer Metrics
High Profitability4

The Critical Question: What can companies
do to increase employee engagement?

In this paper, we will explore the negative impact of employee
disengagement on an organization and the positive impact of
increasing employee engagement. We will also show how web-based
mentoring canaddress a number of critical issues that have been
proven to impact employee engagement positively.

THE HIGH COST

OF EMPLOYEE DISENGAGEMENT
The facts and statistics related to employee engagement can be
startling. The numbers in this section highlight evidence in relation
to two major areas: retention/turnover and organizational costs.
Retention/Turnover
One of the most obvious results ofdisengagement is turnover.
• According to a 2003 Towers Perrin study of 35,000 employees,
employee engagement may be the best predictor of retention5;
or to state this negatively: employee disengagement may be
the best predictor of turnover.
• “The importance of engagement is that it simply improves
retention. Fully two-thirds (66 percent) of highly engaged
employees have no plans to...