Publications

Marc is prolific author, with three published books and dozens of print and online articles to his credit. He has been quoted and his national and international research on customer and employee engagement and retention cited in hundreds of newspapers and magazines, including The Wall Street Journal, Entrepreneur Magazine, The South African Times, Human Resource Executive and Bloomberg Media. His work has also been presented at academic conferences and published in academic journals.

Workforce Engagement,
Strategies to Attract, Motivate, and Retain Talent

The concept of workforce engagement starts with employers understanding what employees need and want from their work experience. It also involves creating and implementing workplace practices designed to advance productivity through the improved work experiences of employees.

In this second edition of Workforce Engagement: Strategies to Attract, Motivate, and Retain Talent, the reader is provided with enhanced concepts, updated research, and new case studies to enhance understanding of workforce engagement, what it means, why it is important, and how it affects individuals and, ultimately, organizations. This book also provides a framework for understanding workforce engagement as part of a broader total rewards strategy.

With highlights from three Employee Hold’em national benchmark studies on workforce engagement, readers are given insight into findings and implications for employers from a nationally representative sample of employees, including an understanding of the levels and drivers of workforce engagement.

Kudos for Workforce Engagement,
Strategies to Attract, Motivate, and Retain Talent

““This is an outstanding piece of work. The book is well organized, well-written and contributes to the field in an exceptional fashion. The use of the various studies to prove the points is spot on. This book is of value to current practitioners, new practitioners, senior level HR folks, and managers in general. It proves the worth of the function in contributing to the achievement of the vision, mission and strategy.” –Steven J. Bloomfield, CCP, SPHR Executive Vice President, Human Resources Syclo, LLC

““[This book] provides a different “take” on employee engagement than I have seen … I particularly liked the structure of the book: the clear layout of the key points with a case study following each. The case studies were also more interesting, with an edge of humor, than one often finds in business literature … I found the benchmark study data very relevant and up to date.” –Eileen P. Maraldo, CCP, CEBS Vice President, Benefits Time, Inc.

Employee Engagement Fundamentals,
A Guide for Managers and Supervisors

A World at Work best seller, Workforce Engagement was such a success that its follow up, A Manager’s Guide to Employee Engagement, was published in late 2008.

An employee’s willingness to work hard, stay longer, behave ethically, and get along with co-workers largely depends on, among other things, the extent to which he/she enjoyes positive workforce relationships. And, while the most important relationship an employee has in the workplace is with his/her manager or supervisor, the widespread use of teams and the growing importance of workplace relationships have extended to include colleagues and co-workers. The nature of these relationships affects employees attitudes, intentions, and behaviors. In turn, these determine the degree of loyalty and engagement an individual puts forth in the pursuit of both individual and organizational objectives.

Employee Engagement Fundamentals: A Guide for Managers & Supervisors is designed to help managers and supervisors with strategies and approaches to engage employees. A follow up to Workforce Engagement, this book focuses on manager and supervisor roles related to the topic. The 10 types of employees discussed in this book resonate with how manager and supervisors might view where many of their employees are in the employment life cycle. With this knowledge in hand, readers will enhance their awareness of, interest in, and action toward creating and sustaining organizations that find, keep, and engage the best talent.

Designing Employee Recognition Programs

The willingness to work hard, stay at a job and behave ethically depends largely on the relationship an employs has with his/her manager or supervisor. Designing Employee Recognition Programs explains that one of the most important responsibilities managers and supervisors have is the implementation of the rewards and recognition system developed and administered by Human Resources.

A recognition strategy should convey how the company will invest its resources, reinforce its core principles and values, and create competitive advantage in its marketplace. Thus, along with the other elements of a total rewards model, employee recognition is an essential part of a broader total strategy designed to recruit, retrain, reward, and retain talent™.

In this How-To for the HR Professional, Marc Drizin makes the case for employee rewards and recognition, helps readers understand how to align a recognition program to the organizational mission, vision, and values and focuses on the design and administration of a well-conceived program.

Attraction & Retention, A Collection of Articles from WorldatWork

There is little doubt that employee engagement is a key issue facing total rewards professionals today. And the correlation between employee engagement and organizational productivity is well-proven. But the ability of most organizations to manager their talent proactively remains subpar- even when applying the necessary financial resources. The competition for talent has not dropped off as the market becomes more global, the retirement of Baby Boomers continues in full swing, and employee mobility increases.

The good news is that financial compensation is only one of the many weapons used to attract and retain the right talent. In this collection of articles from WorldatWork, thought leaders provide ideas and concepts on how to attract and retain the workforce today’s organizations need, from using social media to create a buzz about a particular employer to using environmentally friendly green initiatives to keep employees motivated and engaged.