Employee Engagement 7EEG

Level 7 of CIPD includes the commitment and engagement in the organisation to find out the performance. In this unit, the participants can identify the versatile dimensions in the engagement of employees that include behavioural cognitive and useful aspects. The term engagement has a concept which can be explored. In addition, the organisation can perform better to others while generating a work environment which is authentic for the employees. There is also a suggestion for the organisation to increase the employee engagement level and provide help to the professionals of the Human Resource Department. The unit Employee Engagement 7EEG provides learners with a detailed recognition of the engagement concept in the setting of the organisation. Moreover be also identify the empirical and philosophical connection between related value and employee engagement such as beliefs, leadership and management practice. The students can also learn the way through which can emerge in critical areas of priority for the organisation. This is beneficial for the people who have attained high-performance working. Furthermore, this unit also provides great skills and knowledge to the learners which they are required to identify experience anecdotal evidence and research in terms of the outcomes and Process and conclude the facilitation of the employees.

The unit Employee Engagement 7EEG restricts the interpretation and assessment of evidence in terms of the engagement process of employees with benefits. Furthermore, the unit Employee Engagement 7EEG also elaborates on the reasons that lead students to avoid the tendencies of rhetoric. When there is a lack of empirical details in versatile studies its emphasis is more on the people who have a great interest in reporting excellent results and success. Engagement of employees is crucial procedure to accomplish an optimistic reputation and economic results. It must be implemented, evaluated and understood objectively. With the help of the unit Employee Engagement 7EEG, the learners can identify the different majoring techniques for employee engagement and can learn the way through which the cultural practice can be embodied which increases the engagement of employees and the way to evaluate and identify the actions that will increase the level of engagement.

Objectives of unit

The objectives of the unit Employee Engagement 7EEG are designed to make the things to be learned clear for the learners. These are the main objectives of the unit.

  • To find out the excellent performance of the organisation as a product of the employee`s extent in including their engagement commitment and involvement.
  • Explore the versatile dimensions in terms of the engagement of employees in dimensions of behaviour and cognition which are effective.
  • In the conceptual meaning of the engagement. Equal reason for the organisations to work better in generating authentic engagement between employees.
  • Provide tips for the organisation to do better performance with the help of Human Resource professionals to increase the workforce engagement level.
  • The Engagement modules of the learners give them equipped with a detailed recognition of the engagement concept utilised in the setting of the organisation. The research base and philosophical connection between the relatable values including leadership, models, beliefs and values with employed management.
  • Increment of the understanding and knowledge of the emergence significance with employee engagement as the organisation for a particular priority area.
  • Development of skills and knowledge of the learners in research excess, anecdotal evidence and experience in terms of the process that provides facilities to the outcomes and employee engagement.

Learning outcomes

The learning outcomes of the unit Employee Engagement 7EEG are presented for the learners so that they can acquire the unit Employee Engagement 7EEG and its crucial points for catering for the whole content. Here are the learning outcomes of the unit Employee Engagement 7EEG.

LO1: Identify the notion of natural employee engagement and the way through which it can assist the business to accomplish the goals which are high-level.

LO2: Identify the difference between the philosophical and empirical connection between managerial leadership, Human resource management, strategic aspiration and employee engagement which have the aim of Human Resource Management development and infrastructure maintenance competitive differentiators.

LO3: Appeal to employees to enhance strategic excellence, repetition and competitive performance in the organisation that is performing highly.

LO4: Identify a correlational or causal relationship between employee engagement levels and the performance of the organisation as gauged by corporate outcomes and efficiencies.

LO5: Prepare the action plan which is cost-effective justifiable and defendable strategically for improving the engagement of employees in organisations and other places.

LO6: Evaluate systematically the recent engagement level of employees within the business unit, functions and organisation. After that implement or recommend the programs with the aims of achieving changes remedially or engagement level embed that are accomplished already.

Assessment criteria

Here is the assessment criteria of the unit Employee Engagement 7EEG:

LO1: Identify the notion of natural employee engagement and the way through which it can assist the business to accomplish the goals which are high-level.


Employee engagement is a commitment among the employees which is emotional and have in terms of their work in the organisation. It is nurtured naturally through an inclusive environment, support and meaningful work. it leads to enhancing innovation, productivity better satisfaction of the customer and lower turnover in terms of the business objectives.

LO2: Identify the difference between the philosophical and empirical connection between managerial leadership, Human resource management, strategic aspiration and employee engagement which have the aim of Human Resource Management development and infrastructure maintenance competitive differentiators.


Employee engagement provides a shape of managerial leadership that is connected with the human resource strategies and strategic aspirations which emphasize the human resource development and infrastructure maintenance established in the differentiators of competitors through fostering a culture which retains, optimises and attracts Talent utilisation to accomplish the goals of the organisation.

LO3: Appeal to employees to enhance strategic excellence, repetition and competitive performance in the organisation that is performing highly.


It also enhances the standing reputation, drives initiative of strategy and cultivates excellence with competitiveness in high-performance settings through productivity innovation foster and culture in terms of the goal of the organisation.

LO4: Identify a correlational or causal relationship between employee engagement levels and the performance of the organisation as gauged by corporate outcomes and efficiencies.


The topmost level of employment engagement sometimes is related with:

  • The improvement of the performance of the organisation
  • Evidence through enhanced efficiency
  • Maximum productivity
  • Better satisfaction of customers
  • Optimistic outcomes of corporate

The engagement of employees is considered as the contribution with influence and affects the overall success of the companies optimistically.

LO5: Prepare the action plan which is cost-effective justifiable and defendable strategically for improving the engagement of employees in organisations and other places.


  • Conduct the surveys of engagement for feedback
  • Implement work arrangements which are flexible
  • Render programs of skill development
  • Foster channels of transparent communication
  • Reward and recognise exemplary performance
  • Establish a coaching or mentoring program

LO6: Evaluate systematically the recent engagement level of employees within the business unit, functions and organisation. After that implement or recommend the programs with the aims of achieving changes remedially or engagement level embed that are accomplished already.


  • Conduct the survey of engagement throughout departments
  • Identify the weaknesses and strengths to analyse the survey data
  • Prepare identified gaps and address interventions
  • Implement areas of strength and promote programs
  • Adapt sustained improvement Strategies and continuous monitoring

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