Strategies That Enhance Employee Engagement – Todays Talk On Purpose with Shad Ali 190423
Recent studies suggest a mere 7% of employees fully understand their company’s business strategies and what’s expected of them to help achieve company goals. This is of grave concern for you if you are a CEO, President, Executive Director or Business Owner.
Another study involving over 100,000 employees found employees want from their leaders: Hope, Compassion, Stability and Trust. It also found 29% of employees are engaged, while 54% are not engaged and 17% are actively disengaged. Contrast that with the finding that 30% of executives say motivating their employees is their toughest challenge.
So how exactly does one create better engagement and build a strong culture?
First, a couple of root causes:
- Hiring right in the first place – every time you add a person you affect company culture. so be sure to use tools such as our On Purpose Job Benchmarking process which has proved to be highly effective in this.
- Our Stages of Growth process illustrates that when organizations don’t delegate both authority and responsibility appropriately, particularly if in Stage 3 Maturity, they increase the chances of failure within 3 years by up to 80%. And by contrast, those that regularly allow staff to author, contribute and monitor the business vision have 60% less employee turnover than those that plan and strategize from the top down.
Second, Is it worth it to invest in employee engagement?
Well according to the Best Workplaces for Giving Back study it sure does. Employee Engagement insights from this study indicate:
- Brand ambassadorship is 79% higher
- Discretionary effort from staff is 83% higher
- Employee Impact is 57% higher
- Voluntary turnover is 43% lower
- Revenue growth is 19% faster
- And they have 33% more innovation
- So clearly there is tremendous and tangible benefit from investing in employee engagement.
One of the keys is how leaders handle what our Stages of Growth process refers to as Transition Zones: The Flood Zone or Wind Tunnel that organizations experience when in transition between stages of maturity.
- For instance adding staff too quickly when in a Flood Zone, all be it because the workload is increasing, can see employees become frustrated, performance erode, profits dwindle, clients leave and Systems become ignored due to the faster pace of delivery. So leaders need to take care in how they handle this. Leaders need to alert staff early enough about the impending changes in activity levels and they must work with managers to address how they will properly address these changes and impending volatility.
So here are a few strategies to help enhance your employee engagement:
(These are influenced by Gallup, who has a longitudinal study of Employee Engagement)
- Begin at the source – For me that means start at the most localized level of your organization. This is where real work is done, at the workgroup level. And remember leaders set the tone and pace at the top. Leaders and managers must do everything to ensure employees feel empowered to make significant differences in their immediate environment.
- Ensure you have the right managers – The best managers are the ones who recognize their own success, as well as the success of the organization, relies on the achievements of its employees. Great managers empower their employees, recognize and value their contributions, and actively seek their ideas and opinions.
- Hold managers accountable for employee engagement – Managers are primarily responsible for the engagement of their employees and organizations need to ensure managers are taking an active role in building engagement plans with their employees. And here is one of the places where the Manager’s Emotional Quotient will be important.
- Realistic Goals stated in everyday terms: Leaders and managers must make engagement goals meaningful to employees’ day-to-day experiences. Employee engagement needs to be a part of weekly meetings and action planning conversations.
- Survey right – if you are going to survey and I think you should. Then when you survey don’t just survey for the sake of surveying. Generally, when a company asks its employees for their opinions and feedback, employees have an expectation, and a reasonable one at that, of follow up and follow through.so ensure survey data is specific, relevant and actionable but also that the data is proven to influence key performance metrics.
Commit to action on these Strategies that Enhance Employee Engagement – today’s Talk On Purpose With Shad Ali.