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	<title>Livewire &#187; model</title>
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	<description>Strategic internal communications</description>
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		<title>Using Touchpoints to Drive Employee Engagement</title>
		<link>http://www.livewireinc.com/index.php/2009/dialogue/planning/using-touchpoints-to-drive-employee-engagement/</link>
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		<pubDate>Tue, 01 Dec 2009 17:37:45 +0000</pubDate>
		<dc:creator>Mark Attard</dc:creator>
				<category><![CDATA[Planning]]></category>
		<category><![CDATA[best practices]]></category>
		<category><![CDATA[communication]]></category>
		<category><![CDATA[employees]]></category>
		<category><![CDATA[model]]></category>
		<category><![CDATA[pre-communication]]></category>
		<category><![CDATA[strategy]]></category>
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		<description><![CDATA[An internal communications strategy helps you make the most of every touchpoint with employees. This article looks at an example involving pre-communications, online forums and live workshops for sales managers.]]></description>
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		<title>How Culture Can Affect Communications</title>
		<link>http://www.livewireinc.com/index.php/2009/dialogue/leadership/how-culture-can-affect-communications/</link>
		<comments>http://www.livewireinc.com/index.php/2009/dialogue/leadership/how-culture-can-affect-communications/#comments</comments>
		<pubDate>Fri, 20 Nov 2009 19:09:30 +0000</pubDate>
		<dc:creator>Tal Henderson</dc:creator>
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		<category><![CDATA[Leadership]]></category>
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		<description><![CDATA[In our multicultural and global workplaces, we need to consider how culture is influencing communications for leaders, managers and employees.]]></description>
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		<title>Encouraging Engagement</title>
		<link>http://www.livewireinc.com/index.php/2009/insight/encouraging-engagement/</link>
		<comments>http://www.livewireinc.com/index.php/2009/insight/encouraging-engagement/#comments</comments>
		<pubDate>Tue, 27 Oct 2009 19:17:19 +0000</pubDate>
		<dc:creator>Insight</dc:creator>
				<category><![CDATA[Insight]]></category>
		<category><![CDATA[burnout]]></category>
		<category><![CDATA[employees]]></category>
		<category><![CDATA[engagement]]></category>
		<category><![CDATA[model]]></category>
		<category><![CDATA[presence]]></category>
		<category><![CDATA[touchpoints]]></category>

		<guid isPermaLink="false">http://www.livewireinc.com/?p=486</guid>
		<description><![CDATA[The final article in a three-part series on engagement as a distinct behavioural construct and the underlying psychological models. Read part one Untangling Engagement and part two Understanding Engagement. In our previous two installments we reviewed and compared the psychological presence and burnout models for engagement. In this article, we look at a recent experiment [...]]]></description>
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		<title>Understanding Engagement</title>
		<link>http://www.livewireinc.com/index.php/2009/insight/understanding-engagement/</link>
		<comments>http://www.livewireinc.com/index.php/2009/insight/understanding-engagement/#comments</comments>
		<pubDate>Tue, 20 Oct 2009 16:24:59 +0000</pubDate>
		<dc:creator>Insight</dc:creator>
				<category><![CDATA[Insight]]></category>
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		<guid isPermaLink="false">http://www.livewireinc.com/?p=417</guid>
		<description><![CDATA[The second installment in a three-part series on engagement as a distinct behavioural construct and the underlying psychological models. Read part one Untangling Engagement or part three Encouraging Engagement. In our first article, we quoted organizational psychologist Alan Saks (2008) that engagement is about “how you do what you are supposed to be doing” and [...]]]></description>
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		<title>Untangling Engagement</title>
		<link>http://www.livewireinc.com/index.php/2009/insight/untangling-engagement/</link>
		<comments>http://www.livewireinc.com/index.php/2009/insight/untangling-engagement/#comments</comments>
		<pubDate>Tue, 06 Oct 2009 17:11:25 +0000</pubDate>
		<dc:creator>Insight</dc:creator>
				<category><![CDATA[Insight]]></category>
		<category><![CDATA[employees]]></category>
		<category><![CDATA[engagement]]></category>
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		<description><![CDATA[The first in a three-part series on engagement as a distinct behavioural construct and the underlying psychological models.Read part two Understanding Engagement and part three Encouraging Engagement. Employee engagement has been convincingly connected to business outcomes, so much so that it is a key performance indicator for many executives. As both practitioners and researchers agree that [...]]]></description>
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