Extracted from “The Star – 2nd July 2013”
How often have we heard organisations speak of employee engagement?
You’d probably say often enough as engagement is the buzz word for many human capital departments today.
There is no doubt that employee engagement and loyalty are more vital to any organisation’s success and competitive advantage.
Every leader in an organisation understands that it is hardly realistic to expect that an employee starting out in his or her career would stay until retirement.
Since employee turnover rate continues to remain high with the possibility of increasing further in various industries due to the shortage of skilled talent; organisations hold the view that whilst they remain focused on improving retention they must be able to get the best from every employee while they remain in the organisation regardless of their tenure.
And since the value and contribution of every employee can never be guaranteed, organisations have begun their efforts on building strong “employee engagement” amongst their employees.
An engaged employee will serve as a role model to others and can build excitement in their workplace. They are individuals who will work hard, give back to the company, and have a strong sense of loyalty that drives their work above and beyond their job description.
There are many factors that impact employee engagement within an organisation, some of the critical one’s are as follows:
The Leader
First and foremost, it’s crucial to remember that unless the most senior teams within the organisation believe in the power of engagement, it will be an uphill battle for anyone to build a culture around it. And since leaders are all about metrics and ringgit and cents, it would help to find a business metric that can best describe the impact of having disengaged employees. Not only must there be complete buy on the importance of employee engagement, but all senior leaders must be role models in creating a culture and language that institutes employee engagement as a priority within the organisation.
The Champions
No matter how well executed a strategy, it is necessary to have individuals beyond the leadership group who are passionate about not only the concept but also about driving change and influencing others to consistently support the initiatives of employee engagement. Be sure that the employees selected for this are individuals that have high respect of their peers and have demonstrated capability in delivering on their goals. Selected well these individuals can spark excitement within the organisation and capture the hearts and minds of the others.
Don’t Care, Don’t Bother
The fundamental of engagement is being and creating an organisation environment that fosters care. No employee wants to work with an organisation that has no interest in their interests, this goes beyond knowing the employee but transcending into issues that matter to each employee.
Unless the organisation creates an environment that allows the employee to feel that their well-being matters then “engagement” may just as well be a trendy word used to keep up with the rest of the organisations. Employee engagement requires a culture that institutionalises the importance of having a work culture that is built around care, it must be visible and represented throughout all levels of the organisation.
Open Communicative Environment
Every employee wants to believe that his views matter and his voice should be heard. No employee wants to feel like the management has something to hide, their opinion doesn’t matter, or that they can’t speak up. Encouraging an environment of openness will help employees feel like a valuable part of the organisation.
It is important to consistently have a true two-way communication with employees. Keep them informed on what’s going on behind the scenes in the organisation and show them that you’re willing to listen. Encourage employee feedback and then act on or respond to their comments. By doing so, it will reaffirm the fact that the organisation takes employee concerns seriously and cares about what they have to say.
Empowering Employees
Just as employees want to be heard by their employers, they do also want to feel trusted. And since the organisation had enough confidence in the employee abilities to hire them in the first place, then now the organisation must be able to allow them to shine in their roles.
Encourage employees to make certain decisions without seeking prior approval, as most organisations are concerned about the possibility of mistakes that may affect a customer or the business then organisations can decide on the level of decision making that every employee has depending on their role within themselves. Consider provide convenient work options, such as flexible hours or the opportunity to telecommute, and allow employees to use some company time to pursue volunteer activities.
These actions show the company views its employees as trusted professionals who will work to the best of their ability without anyone micro-managing every aspect of their work.
Recognise Employees Who Make A Difference
Employees thrive on positive feedback; the fact that someone knew and took note of their exceptional job performance can be motivation enough to make them work even harder. Acknowledging high achievements also sets an example for other employees and it can encourage them to aspire to higher levels of performance.
Be sure to take the time to regularly recognise individual employees who go the extra mile, volunteer for the extra tasks, or are active in giving back to the community.
You can easily acknowledge these employees through newsletters, announcements at staff meetings, social media, or on your company website. Every organisation should already have in place if not already a series of recognition programmes and process to consistently sing praise of employees that do a good job!
Hold Managers Accountable
It’s no secret that the relationship between a first-line manager and their employees has the most direct impact on engagement. After all, the majority of the hours of any employee are in some way or rather connected to their direct manager. Many researchers have confirmed this as being accurate and true. Unless organisations can instill in their managers the importance of engagement within their teams, all else that is executed within the organisation will have no impact.
Obviously the best way to ensure that engagement is practiced, it would help to have managers report results on actions they’ve taken to impact engagement in their teams. This should be weighted as an indication of performance when someone manages others directly.
Become Corporate Sponsor
Employees today are more inclined to work and serve in an organisation that makes a difference either to them or the community of which they serve.
Every employee wants to believe that they can make a difference through either the work that they do or the task that they undertake. And there is nothing grander than the opportunity to work for an organisation that is able to enlist their employees in participating in corporate social responsibility programmes.
The fact that employees will have to work together throughout the process, it will help build a culture of teamwork, collaboration and selflessness. The reward naturally is an energised workforce engaged at making a difference.
Smart organisations know that happy employees stay in their jobs longer, are more productive, and report higher levels of job satisfaction. They also develop emotional bond with their company and will continuously seek to influence improvements in the workplace.
There is an endless list of initiatives that organisations can undertake to improve engagement within the workplace, but the fundamental to it being successful is the believe from senior leadership that engagement can have an impact in their business and organisation. Believe must be then be demonstrated through action – walking the talk!