Employee Engagement: What's The Hype All About?

It has been the result of various discussions, including but not limited to, the predicted talent shortage as Baby Boomers retire and companies face the challenges of managing and retaining a multigenerational workforce.

Nonetheless, evidence is mounting to support the assertion that a highly engaged workforce has a positive financial impact. Initially, corporate efforts focused on identifying and enhancing the engagement of the high-potential employees within the organisation.

However, as information on this topic has grown, so has a strong case for increasing the engagement of ALL employees for an exponential financial impact.

Engagement is defined as the degree to which workers identify with, are motivated by, and are willing to expend extra effort for their employer. More simply stated, it is how employees think, feel and act in relation to their company.

Factors that can influence engagement include the existence of career development opportunities, the behavior and values of the company leadership, the company's image within the marketplace, and the level of empowerment employees experience.

The complex nature of employee engagement and its strong impact on the attraction and retention of human talent make it a risky venture that is not to be taken lightly. However, decoding this complex equation can reap great rewards.

There are some common pitfalls to avoid:

• One approach does not fit all. The engagement equation varies widely throughout geographies. For starters, differences in cultural values and individual motivations shape what is going to be effective with particular populations.
  
  
• Be explicit in making connections. Genuine good intentions can cause people to overlook the need for clear and consistent communication. Initiatives that are focused on rewarding employees are commonly thought to "speak for themselves". However, the needs and desires of a multigenerational workforce can lead to many different conclusions that are not true to the original intent.
  
  
• Change is a process, not a one-time event. The half-life of recognition in the minds of your employees is shorter than yours. Therefore, it is critical to have a continuous program that reinforces efforts and results.
  
  

What are the beginnings of a successful program?

• Identify the types of recognition that will successfully drive employee behavior. Use performance data, input by managers and surveys to accurately target critical employee behaviors and the appropriate recognition.
  
  
• Combine formal and informal means of fostering engagement. Find ways to value people as individuals in addition to acknowledging their professional contributions.
  
  
• Managers should maintain ownership of engagement. The closer the ownership of change resides to the target audience, the more likely there is to be impact.
  
  
• Measure engagement frequently and using many methods. It is important to measure engagement frequently and with performance and survey data. Ensuring that employees are engaged is one piece of the equation, but making sure you see the business impact is the second.
  
  
• Provide continuous and clear communication. Make sure employees are clear about how they can stretch, positively impact the business, and be recognised for their efforts and results. Understanding the process will allow them to motivate and push themselves in a way that benefits the company.

Author Credits