Employee Empowerment

One of the major discussions in the business world is: How do we get our human capital assets more engaged in the organization? Current Gallup Polls state that 85% of our employees are not engaged within their organizations.

Employee Empowerment fully analyzes this workplace condition, which is a major concern for most CEOs. The solution proposed by this book is the introduction of the TLS (Theory of Constraints - Lean - Six Sigma) Continuum Empowerment model, which...
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One of the major discussions in the business world is: How do we get our human capital assets more engaged in the organization? Current Gallup Polls state that 85% of our employees are not engaged within their organizations.

Employee Empowerment fully analyzes this workplace condition, which is a major concern for most CEOs. The solution proposed by this book is the introduction of the TLS (Theory of Constraints - Lean - Six Sigma) Continuum Empowerment model, which comprises three levels of empowerment - Management, Cross-Functional Team, and Individual. The first is the empowerment that comes from upper management to the organization as a whole. The second level is the empowerment that comes from the various cross-functional teams and the final level is from the individuals themselves through their ability to take ownership in the processes in which they are involved. The end solution in the book is that if we can get the human capital assets to take ownership of the processes (that is, empower the front-line employees), it will increase the level of engagement. If they become more engaged they will empower the organization at all levels to introduce sustainable change management to resolve problems within the organization. One of the tools of individual empowerment is the use of the Six Sigma toolbox.

This book makes the case that when human capital assets take ownership of the processes, then we have greater engagement, and thus a more empowered organization.