Engaging Employees
A recent survey conducted by the Washington Post found that 55% of employees are not engaged in their work. A 2007 global workforce survey conducted by Towers Perrin showed that companies with the largest percentage of engaged employees had an increased operating income of 19%, while companies with the lowest percentage of engaged employees had year-to-year declines in operating income of 33%. The same survey showed that less than 5% of engaged employees were actively looking for new employment, while more than 25% of disengaged employees are actively looking.
Employee engagement can be defined as "the extent to which employees commit to something or someone in their organization, how hard they work and how long they stay as a result of that commitment."* Engaged employees are more loyal, work harder, are committed to go the “extra mile” for their organization, and are more likely to see a direct connection between what they do and the organization's success. What are some of the key factors that contribute to employee engagement?
Since managers are the direct connection between employees and the organization, the manager-employee relationship is often the number one factor influencing engagement. According to a Retention Study conducted by the Society for Human Resource Management, 21% of employees leave companies as a result of their relationship (or lack of) with their managers. Respecting and caring for employees as individuals, setting realistic expectations, supporting direct reports, and demonstrating passion for success are some of the key characteristics shared by managers that successfully promote employee engagement.
Another factor that contributes to employee engagement is organizational culture. Organizations that care about their employees and provide a culture of meaningfulness are more likely to have engaged employees. Likewise, cultures that promote respect and integrity can earn employee trust, which in turn leads to engagement.
A third factor that can make or break employee engagement is communication. Organizational communication must be clear, consistent, and honest to combat any employee feelings of dissatisfaction, skepticism or distrust. Organizational goals should be communicated to build confidence and buy-in from employees. It is also crucial to communicate both positive and negative changes, and to let employees know how these changes will directly affect them.
If you do not know if your employees are engaged in their work or to what extent, simply ask them. Whether via survey, focus group, or informal conversation, some examples of questions might include: Do you know what is expected of you at work? Do you have the opportunity to do your best every day? Do you consistently receive recognition or praise for successes? Does your supervisor care about you as a person? Does the organization encourage your development? Does your opinion seem to count at work? In the last six months, has someone at work talked to you about your progress? In the past year have you had opportunities to learn and grow?**
If the results are positive, ensure that you identify the causes of this success, and continue to build upon what you are doing right to proactively sustain employee engagement. If the results show that your workforce is disengaged, consider identifying a few key initiatives to increase engagement.
Some of the following best practices can contribute to increased employee engagement:
There are a plethora of employee attraction, motivation, and retention methods being used by companies attempting to gain a competitive advantage with their workforce. Most of these methods hit your bottom line hard, including increased salaries, better benefits packages, and larger bonuses. If you are looking for proven ways to motivate your workforce that won’t break your bottom line, it may be time to focus on employee engagement.
End Notes:
* Corporate Leadership Council. (2004). Driving performance and retention through employee engagement. Washington, DC: Corporate Executive Board.
** Thackray, J. (2001) Feedback for Real, Gallop Management Journal.
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Creating and sustaining an engaged workforce can directly impact your bottom line and increase employee retention. But as many employers know, this is easier said than done.| Issue 5 | May 2008 |
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