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Managing Your Employees for Long-Term Engagement

Managing Your Employees for Long-Term Engagement

As part of the “Cycles of Success: Employee Engagement, Career Development & Talent Management” series (visit, we conducted several interviews with Nicole Trapasso, divisional director of HR and organizational development at CPP, Inc. Over the next few months you’ll see blog posts from these interviews and more on topics related
to talent management and the phases of the talent management life cycle. If you’d like to read more about career development from the personal or employee side, you can find the first blog post in the series here:

Employee engagement isn’t only about meeting the day-to-day needs of employees—it’s also meeting their long-term needs. Though the market has changed from an employer’s market to an employee’s market as the economy continues to improve, employees are well aware they have a variety of career options with other potential employers. The information is easily accessible through social technology and digital professional networks, as well as the more traditional job boards.

Focusing on how you can maximize opportunities for your current and future employees is really important—especially for their long-term career goals and your organization’s ability to retain its top talent. This not only helps employees feel engaged and grateful that you’re investing in their future but also helps HR professionals actively assess their talent pool—and how to take proactive measures to build, engage, and retain its talent.

What are your employee turnover rates at the 6-month, 12-month, 18-month, 36-month milestones? Are employees leaving for opportunities that your organization cannot offer? How do these [rates?] compare to other companies in your industry? It’s important to have access and track this trend data so you are able to create or realign strategies to reengage employees through creative alternatives. And it’s key to be aware of potential areas of risk within your talent pool and partner with other leaders in your organization to take proactive measures to curb those risks.

I view HR’s role as facilitating conversations about long-term employee engagement with managers (such as within the performance management process). These should be ongoing conversations managers have with their employees rather than annual events. Some managers may need more support than others when it comes to having these conversations. In addition to managerial skills, personality preference and interpersonal needs can make a significant difference in how those conversations are being facilitated.

For example, using the FIRO Business® assessment framework, if you have a manager with low expressed connection and the employee has medium or high expressed connection, the conversation that will satisfy the interpersonal needs of the manager might be much briefer and less in depth than the one that would satisfy the needs of the employee. When you add MBTI® personality preferences into the mix—focusing on the potential differences of how people take in information and make decisions—it can also play an important role in how the conversation flows between manager and employee.

Differences or similarities between them will lead to different kinds of communications, yet these conversations are crucial for getting the employee to feel engaged and valued as a long-term member of the organization—and need to happen regularly to create a greater chance for successful outcomes.

Previous blogs on Talent Management:

Technology and Engagement

Generational Spans in Talent

Today’s Workforce Trends Affecting Tomorrow’s Leaders

Meaningfulness and Engagement in Your Workforce

What is the Talent Management Life Cycle?

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