Engaging Employees (adapted from The Conference Board Report, 2006)

“Employee engagement is a heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or co-workers that, in turn, influences him/her to apply additional discretionary effort to his/her work.”

OK, be honest.  How often do you see “engaged employees” in your company?  If your answer is, “Not very often,” then what can you do to help develop employee engagement?  Research studies have identified eight different factors as drivers for employee engagement.

Trust and Integrity

To what degree do your employees feel that the management team is truly concerned about their well-being?  Do they believe that management tells the truth, communicates difficult messages well, listens to employees and walks the talk?

Nature of the Job

How much emotional and mental stimulation do your employees derive from the day-to-day routine of their jobs?  Are they encouraged to participate in decision-making?  Do they feel somewhat autonomous?

Line-of-Sight

Do your employees understand your company’s goals?  Do they know how well (or not so well) the company is doing?  Do they know how their own individual contribution impacts the company’s performance?

Career Growth Opportunities

Do your employees believe that there are future opportunities for career growth and promotion within your company?  Are they aware of a clearly defined career path?

Pride about the Company

How much self-esteem does an employee derive from being associated with your company?  Do they recommend your company to prospective customers and employees?

Coworkers/Team Members

Remember—coworkers have significant influence on the level of employee engagement.

Employee Development

Do your employees believe that efforts are being made to develop their skills?

Personal Relationship with One’s Manager

How much do your employees value the personal relationship (as opposed to professional relationship) they have with their managers?   

This research concluded that “personal relationship with one’s manager” and “pride in one’s work” had four times greater impact on discretionary work effort than did things like pay and benefits.  In fact, many researchers now agree that the role of an employee’s direct manager is the key to influencing his/her level of employee engagement.  This aligns with my 25+ years in industry—an employee usually doesn’t leave a company; he leaves his supervisor.   

Let’s think about this: (1) Research shows that engaged employees actually cause an increase in a company’s overall financial performance.  (2) Research also discovered how important the relationship is between each employee and his/her supervisor/manager.  Thus, the return on investment for proper training of supervisors and managers is HUGE! 

And there’s more.  Beginning in 2003, studies now show a direct measurable relationship between employee engagement and employee retention (e.g. one study showed voluntary turnover rates of engaged employees that were 50% of that of “average” employees).   

Action Plan

• Engage your employees through good communication (honest and open dialog with employees at all levels).
• Keep your promises; walk the talk.
• Train your supervisors/managers to understand their pivotal role in employee engagement and then hold them accountable.

As always, Daystar Consulting stands ready to serve you in helping you develop good communication strategies as well as effective supervisor/manager training programs.

So, how often do you see “engaged employees” in your company?  

Keith 

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