Introduces the core idea that leaders often overlook crucial signals of engagement and well-being, outlines course goals, and explains why closing this ‘blind spot’ matters for Wilcon’s customer experience.

Explores scientific foundations of employee engagement—motivation, autonomy, purpose—and connects them to day-to-day retail leadership scenarios.

Teaches leaders to recognize well-being indicators—energy, mood, initiative—so they can act before metrics decline.

Analyzes how low engagement silently erodes productivity, retention, and service quality, translating global research into Wilcon’s context.

Uses a realistic branch case to illustrate subtle disengagement, prompting learners to diagnose issues with newly gained recognition skills.

Presents evidence-based actions—feedback loops, recognition, inclusive practices—that leaders can deploy immediately to boost engagement.

Links engagement strategies to Wilcon’s service standards, showing how engaged teams deliver consistent, high-quality customer interactions.

Explains how policies, rituals, and systems can sustain employee well-being over time, preventing relapse into disengagement.

Guides learners in crafting a practical playbook that aligns strategic interventions with their team’s realities and Wilcon’s values.

Summarizes major insights, reinforces the link between well-being and customer excellence, and outlines next steps for ongoing learning and application.