Effective Employee Engagement Using SWOT Analysis

DOI

10.2991/icoi-19.2019.57How to use a DOI?

Keywords

SWOT Analysis on Employee Engagement.

Abstract

Facing various challenges and very tight business competition, a company has to provide the best services possible to their customers. One of the ways to compete in terms of performance and available services is having exceptional employees and a good team. This results in higher productivity and better services. The best companies build and sustain a culture of engagement and they understand that an employee is not just “nice to have” but that it is a critical part of achieving their business results. Leaders need to understand that employee engagement is primarily their responsibility. Improving the employee engagement level seems to be easy but it isn’t. Companies are facing problems and difficulties when it comes to formulating strategies to create and retain engaged employees. Considering those problems, the author has tried to explore the implications of SWOT analysis to possibly drive engagement, which leads to recommended strategic actions. SWOT analysis was chosen because it is a simple, universal and useful framework for analyzing an organization's strengths, weaknesses, opportunities and any threats that the organization faces, which includes assessing any engagement problems. This paper goes on to show that SWOT methodology can become a useful tool to create activities and policies to boost the employee engagement level.

Copyright

© 2019, the Authors. Published by Atlantis Press.

Open Access

This is an open access article distributed under the CC BY-NC license (http://creativecommons.org/licenses/by-nc/4.0/).

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TY  - CONF
AU  - Suyanti
AU  - Harmein Nasution
AU  - Yeni Absah
PY  - 2019/10
DA  - 2019/10
TI  - Effective Employee Engagement Using SWOT Analysis
BT  - Proceedings of the 2019 International Conference on Organizational Innovation (ICOI 2019)
PB  - Atlantis Press
SP  - 336
EP  - 340
SN  - 2352-5428
UR  - https://doi.org/10.2991/icoi-19.2019.57
DO  - 10.2991/icoi-19.2019.57
ID  - 2019/10
ER  -