OD Programs are workplace programs geared towards creating the right conditions for employees to be motivated to contribute to the organization's success. For this to be effective, specific considerations must be put in place (Albrecht et al. 2015) . A practical consideration I would put in place for the organization would be hiring traits and behaviors. Workers would generally succeed or fail because of their attitude, behaviors, and traits. By hiring and promoting the right practices and characteristics for the organizational culture, it becomes easier to build great relationships and support a healthy motivated workforce that is capable of creating great relationships with the clients, brainstorm and innovate with their colleagues (Kumar & Pansari, 2015) . It is crucial to probe job candidates for coachability, emotional intelligence, motivation, and positive engagement before rolling out an employee engagement program as it gives you an insight into different personalities and what programs could be tailored to meet these specific personalities.
A theoretical consideration for the OD program would be to set goals. When it comes to improving employee engagement programs, it is critical to understand that performance management is a top driver of employee engagement. This is because performance management helps organizations set clear goals and understand how individuals contribute to the company's success through their work. Clarity plays the leading role in setting goals that inspire ownership and commitment. For the OD programs, it is essential to use direct and straightforward language which has specific meaning to the workforce. Once employees are clear about the different job expectations, they should be allowed to set their own goals (Mone & London, 2018) . It is correct to point out that having the right goals plays a leading role in motivating and engaging employees to achieve extraordinary results.
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References
Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance , 2 (1), 7-35.
Kumar, V., & Pansari, A. (2015). Measuring the benefits of employee engagement. MIT Sloan Management Review , 56 (4), 67.
Mone, E. M., & London, M. (2018). Employee engagement through effective performance management: A practical guide for managers . Routledge.
