Effective Employee Enagagement

Leadership and relationships play a key role in organizational success. Recent research on the association between employee satisfaction and job performance suggests that the single most important contributor to the feelings of employee engagement, empowerment and satisfaction is based on the relationship they have with the leaders of the organization. Employee Engagement” is not exactly a recent phenomenon. Researched from 1920s, a succession of management and behavioral thinkers  have delved deep into this subject and have added significant insight in this area. Employee Engagement is variously known as Employee ownership, Employee Motivation, Employee Involvement, Commitment, Loyalty, etc.

“As organizations globalize and become more dependent on technology in a virtual working environment, there is a greater need to connect and engage with employees to provide them with an organizational ‘identity.’ Especially in Indian culture, this becomes more relevant given the community feeling which organizations provide in our society.”In addition, sophisticated recognition systems can shift messages and goals based on an employee’s recent achievements. This allows HR leaders to utilize another layer of segmentation — the Show, Grow, Teach, Reach model, for example — for maximum performance impact.

Perceptions of stress at work are quite high with several studies suggesting 40 % to 60% of all employees rate their jobs as being stress or extremely stressful with impact on family balance and health. In a recent poll, more than 70% of workers do not think there is a healthy balance between work and family lives. More than 50% of the 1,626 were exploring new career opportunities because of the inability to manage both work and family stressors.

OLD PARADIGMS

• Job Security

• Longitudinal Career Paths

• Job/Person Fit

• Organizational Loyalty

• Career Success

• Academic Degree

• Position/Title

• Full-Time Employment

• Retirement

• Single Jobs/Careers

• Change in jobs based on fear

• Promotion tenure based

NEW PARADIGMS

• Employability   Security

• Alternate Career   Paths

• Person/Organization Fit

• Job/Task Loyalty

• Work/Family Balance

• Continuous Re-learning

• Competencies/Development

• Contract Employment

• Career Sabbaticals

• Multiple Jobs/Careers

• Change in jobs based on growth

• Promotion performance based

 

Developing a Psychologically Healthy Workplace: What Effective Employee Engagement can do?

Leadership appears to be one key contributor to the development of a psychologically healthy workplace. Leaders can directly influence morale, retention, commitment, satisfaction and perceptions of stress. A variety of approaches exist for leaders to consider employing in the development of a healthy workplace. These include:

  • Gather feedback about strengths/development areas from other senior team leaders, direct reports and internal/external stakeholders by using a multi-rater feedback instrument
  •  Conduct a senior leadership team analysis of strengths/development areas using interviews or team based multi-rater feedback tools
  • Conduct annual employee engagement surveys to better understand how leaders can change policies, procedures, processes, systems and management practices to enhance satisfaction
  •  Employ a department wide “balanced scorecard” to measure and monitor internal customer satisfaction of talent within your department
  •  Constructively and consistently manage the performance of underperforming talent
  • Create and utilize employee teams to increase participation of employees in problem solving, decision making and planning processes
  •  Analyze exit interviews for trends and develop strategies to increase retention of high potential talent
  •  Support and implement work balance and family friendly policies, procedures & programs to enhance engagement (e.g., telecommuting, child care, flex time, wellness/health promotion programs)
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