4 Key Enablers to Engaging Employees

The benefits of employee engagement to the bottom line is not a new concept. I first came across it almost 20 years ago and yet many organisations still seem to struggle with making it a reality.

There is certainly no silver bullet that will deliver high levels of employee engagement overnight and there is no one size fits all solution. It takes consistent action and a commitment from all who manage people. There are some areas to consider to start the journey though.

The Institute of Employment Studies defined an engaged employee as:

 "one who experiences a blend of job satisfaction, organisational commitment, job involvement and feelings of empowerment. It is a concept that is greater than the sum of its parts."

       

Enablers to Engagement

Leadership that ensures a strong, transparent and explicit organisational culture and gives employees a link between their job and the vision and aims of the organisation. The story is clearly expressed laying out the purpose of the organisation, why it has the broad vision it has, and how an individual contributes to that purpose so they understand where their work fits in. The leaders have to be visible to achieve this. It's not about sending out emails or making presentations, it's about making it part of everyday conversations.

Engaging managers who offer clarity, appreciation of employees’ contribution, treat people as individuals and ensure that work is organised efficiently and effectively. The outcome being employees feel valued, equipped and supported to do their job. Managers facilitate and empower rather than control members of their team. This involves meaningful dialogue to understand where individuals can be stretched, providing feedback, coaching and training. Engaging managers understand their team and treat each team member as individuals, with fairness and respect and with a concern for their well-being. 

Employees feeling they are able to voice their ideas and be listened to, both about how they do their job and in decision-making in their department. Their is a joint sharing of problems and challenges and a commitment to arrive at joint solutions. Employees’ views are sought out; they are listened to and see that their opinions count and make a difference. 

The ‘ Sunday Times Top 100 Companies to Work for’ found that feeling listened to was the most important factor in determining how much respondents valued their organisation. Being heard reinforces a sense of belonging within an organisation and a belief that ones actions can have an impact.

A belief among employees that the organisation lives its values, and that espoused behavioural norms are adhered to, resulting in trust and a sense of integrity. Behaviour throughout the organisation is consistent with stated values, leading to trust and a sense of integrity.

  

Barriers to Engagement

 I am a strong believer in focussing on what works. That said, it is worth being aware of the potential barriers that may also be lurking in the organisation. 

 Leadership:

1. Some leaders may not be aware of what employee engagement means, or do not believe that it is worth considering.
2. There may be low perceptions of senior management visibility and the quality of downward communication.
3. Those who are interested in the topic do not know how to address the issue.
4. There is great variability in Leaders views and commitment to it.

Often the potential of employee engagement is underestimated. For some, engagement is an annual staff survey whose results may be acted on by others.  The survey is no more than one tool in an overall approach that is part of the organisation’s strategy.

Managers:

1. Even when leaders place great emphasis on the idea of employee engagement, managers may not share the belief, or may be ill-equipped to implement engagement strategies. 
2. Reactive decision-making that fails to address problems in time as before anything is fully implemented there is something new to focus on.
3. Inconsistent management style, which leads to lack of clarity and perceptions of unfairness.
4. Lack of communication and knowledge sharing, due to rigid communication channels which can disempower managers as well as their teams.    

Engagement does not necessarily involve outlay on consultants or expensive surveys. However, it will involve behavioural and cultural change which takes time and effort.

"Do not wait; the time will never be 'just right.' Start where you stand, and work with whatever tools you may have at your command, and better tools will be found as you go along."

George Herbert