Employee Engagement: Action, Intent and Purpose
High on the leadership development to-do list, employee engagement has become a top priority to many forward-thinking organizations today. This focus on getting the workforce more engaged has created a complicated set of issues for leaders as they ponder what it is, how it can be tracked, and how important it is to their organization’s success. Knowing the importance of having a highly engaged workforce is only the beginning. Leaders need to build a system for increasing and sustaining the number of engaged employees for the long term. Additionally, leaders need to recognize (and admit) that engagement is not about feelings or assumptions. It’s tangible. It’s measurable. And, it’s within their span of control.
Engagement is Not About Feelings
Not long ago “empowerment” was a top buzzword and HR Directors were implementing a smorgasbord of training programs designed to provide empowerment to their employees. Unfortunately, many of these empowerment programs were designed incorrectly. They mistakenly drove the end result of making employees satisfied, or happy, with their existence as an employee. Empowerment and Engagement are not synonyms. Engagement is not about making people happy or spreading warm and fuzzy feelings about being a “great place to work.” Although it’s not a bad thing to make people happy, the bottom line should, and always will be, about being productive.
It’s About Doing
Real engagement is about action, intent and purpose – in other words “doing.” To instill such behaviors into your organization’s culture you must have the right framework in place to identify, monitor and publicly encourage engagement. When employees are given the opportunity to make a measurable impact through engagement, the emotional aspect of engagement follows as a byproduct of their achievement. This rise in overall happiness is a great bonus as a result of their actions and ability to produce.
Building a Successful Engagement Process
By and large, employees want to be successful. They want to be seen as collaboratively and collectively moving their organization forward – they want to be engaged. True and lasting employee engagement cannot occur without a defined process. In the simplest of forms, there are three foundational characteristics that power a successful engagement process.
1) Identify Engagement – leaders need to know it when they see it.
2) Monitor Engagement – leaders must provide goals and track progress.
3) Encourage Engagement – with routine and public praise, leaders can assist in the sustainment and evolution of engagement as the cultural norm.
Learn more about identifying, monitoring and encouraging Employee Engagement in this educational webinar…
“Elevating Employee Engagement Expectations”
by Seth Davies, Managing Partner
Wednesday, March 28th
Session Option 1 - 10 am EDT
Session Option 2 - 1 pm EDT
For details go to http://processbasedleadership.com/webinar-registration/
Registration is free, but space is limited. Reserve your spot today!