You could be forgiven for thinking that employee engagement is the latest HR buzz word, but engagement has been a people priority for many years. Some organisations have been trail blazing in this space and others have been more of a slow burn – but in recent times employers are becoming increasingly committed to understanding what matters to workers and how they can increase employee engagement.
Research has shown that not only is engagement the right thing to do – but it is also the smart thing to do. There is no question that a highly engaged workforce translates positively to financial results, but in such uncertain times – it has never been more important to increase employee happiness, psychological wellbeing and ignite a sense of belonging.
There are many descriptors of employee engagement and it means different things to different people. According to Gallup, engaged employees are “those involved in, enthusiastic about and committed to their workplace” whilst Aon Hewitt defines employee engagement as “the level of an employee’s psychological investment in their organisation.”
For many, employee engagement can be summed up as their emotional connection to their employer, their satisfaction in their job and workplace and their ‘pull’ to the business that they joined.
So what does employee engagement mean to you? And what do you believe it means to your team?
If these answers don’t come easily – perhaps it is time to reflect, research and then apply some key people strategies that are tailored to increase employee engagement in the business. When the workforce is engaged, it means that employees care and are actively contributing to the success of the organisation.
A business that is trying to achieve its goals without employee engagement is like a coach expecting a win from a team that are lying down on the field. The bottom line is that organisations need to connect to the head, hearts and minds of their workforce if they are serious about delivering on business goals and strategic plans.
Below are just some of the many benefits of employee engagement:
Employees who regularly demonstrate discretionary effort
Higher levels of productivity and less mistakes
Reduced absenteeism and ‘on the job time wastage’
Reduction in costly employee turnover
Higher levels of customer service
More innovation and collaboration
Stronger diversity and inclusion
A reduction in workplace issues such as Bullying and Harassment
Employee engagement is not as simple as flicking a switch or implementing casual Fridays. It is about the connection the employee forms with the organisation based on their intrinsic motivators. It is important to understand that these motivators are different for each person so unfortunately employers can not roll out a ‘one size fits all’ approach.
Some employees will be pulled by flexibility and an opportunity to connect to a company vision that aligns to their values, whilst others will look for mentoring programs, open collaborative office spaces and a flat organisational structure. Many engagement surveys are set up to try and source some of these motivators from the employee group, however the best way to understand what ‘pulls’ the team member to the business is ask them!
The phrase ‘winning the head, hearts and hands’ of employees is commonly used and it refers to an employer’s ability to ignite an emotional connection that results in loyalty, commitment and discretionary effort. It is thought that when organisations can successfully engage the head, heart and hands of employees that they will reap the many benefits of a workplace culture where greatness can be achieved and enjoyed by all.
The absence of strong engagement results demonstrates that there is more of a transactional relationship between workers and employers where it is the sense of obligation and the pay check that sees employees return - opposed to the genuine satisfaction and pride that they feel at work. Employees who align to the values and goals of the business are more likely to feel that their contribution is meaningful and part of the organisation’s success story.
The challenge for leaders is to demonstrate that irrespective of level and position – that each person has an important and meaningful role to play. Employees who enjoy authentic connections with their leaders gain a valuable insight into the ‘why’ behind their work and they feel a strong desire to ‘go the extra mile’ as there is alignment between personal goals and the organisation’s mission and values.
It may sound simple, but it is difficult to shift the dial on engagement if you are not clear what engages and disengages the current work group. Many organisations commit to devising an employee survey to ascertain what is going well and where they are dropping the ball.
When done well, it is a useful insight into where employers should invest their time and energy. It is recommended that organisations align themselves with an experienced provider that have depth of experience in rolling out surveys in multiple industries. The first survey results will be useful; however it is the subsequent surveys in the following years that will unlock the answers as to where the business has improved and where there is still work to do.
Some of the benefits of rolling out a survey include:
If the business has invested time and money into rolling out an engagement survey – it is critical that employees can see the results translate into action. A business only gets one shot to win the trust of the employee group with a survey, so it is imperative that there is a measurement, communication and action strategy. The employer needs to ask themselves what action looks like in their business and be prepared to authentically communicate, own and then action the results including– the good, the bad and the ugly.
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Georgina is Senior HR Content Editor – Publications at Ai Group. She is an accomplished Human Resource professional with over 25 years of generalist and leadership experience in a broad range of industries including financial services, tourism, travel, government and agriculture. She has successfully advised and partnered with senior leaders to implement people and performance initiatives that align to business strategy. Georgina is committed to utilising her experience to create resources that educate and engage and is passionate about supporting members to optimise an inclusive workforce culture that drives performance.
