 Re: 'Employee Engagement'
Hi Vijaylaksmi,
Here are some articles which may help...
Incorporating Employee Engagement into the Business Strategy of Employee Retention
By Bill Erickson, Vice Chairman - Kenexa
Employee retention continues to remain a top priority at many organizations and one that companies increasingly view as a driver of business strategy. Business-critical knowledge can walk out the door when an employee leaves the company. While employee retention figures have long been used by companies as a measure of their performance in developing an effective organization, this view of employee retention is not only outdated, but these figures may not be comprehensive enough to truly determine the organization's effectiveness.
The concept of employee retention is more complex than simply evaluating employee turnover from one year to the next. These figures of employee retention can be somewhat misleading — it isn't necessarily the number of employees an organization loses, it's the number of top-performing employees that leave the company that should be of concern. For example, management is one of the key reasons employees decide to stay or leave an organization. If there is high turnover among the management ranks, employees may also feel unstable in this ever-changing environment. Yet, on the other hand, it may not be the best business strategy to retain a manager that is disliked by employees.
The business strategy of employee retention actually lies with employee engagement; retention is an outcome of engagement. What most organizations fail to realize is that employee engagement is the biggest retention factor they have control over. Engaged employees not only stay longer with the organization, they are more productive, more conscientious, make fewer errors, and take better care of customers. The business strategy of employee retention must incorporate methods that achieve a high level of employee engagement among the organization's top performers, not necessarily the entire workforce.
The Importance of Retaining Top Performers
Many organizations ponder the questions, "What should the goal be for retention?" and "What is an appropriate level for employee turnover?" Yet, in asking these questions, many organizations don't realize that there are no set answers. If, for example, an organization loses five percent of its top performers every year, the results from this turnover could be potentially devastating to the company. On the other hand, if the company is losing 20 percent of its least productive employees, this could actually be very beneficial for the organization and an opportunity to increase the strength of its workforce each year.
In other words, it's not just about retention anymore — it's about retaining the very best people at each level within the organization. The key to effective retention of top performers is to determine the factors that currently do, and will, keep them engaged.
The Starting Point
An organization must first determine who the top performers and high potentials are within their workforce. Of the many ways this can be accomplished, some include involving management at every level to create a list of those employees who are performing at levels that exceed expectations and those who exhibit the potential to become top performers, or utilizing the results from employee performance reviews to separate those who scored the highest from those who scored the lowest.
This method of gaining a clear understanding of who the top performers are within an organization is called employee segmentation. Once an organization has segmented its workforce, it can then start to measure retention among its highest potential and highest rated, or most productive, employees. By viewing each segment separately, organizations are creating a more appropriate benchmark to measure employee retention, i.e., is the organization retaining or losing a high percentage of its best people?
Employee Engagement at Each Level
In addition, employee segmentation is an important method to utilize when evaluating employee engagement at each level. For instance, the factors that engage the most productive employees in an organization may not be the same as the factors that engage the least productive employees. Those employees who receive the highest rankings on their performance reviews may tend to express higher levels of job satisfaction when they are presented with challenging opportunities that allow them to grow and learn. Those that receive the lowest rankings might be more focused on issues surrounding work/life balance and job security.
While some factors, such as good communication, are important among all employees, the attempt to focus on the full spectrum of factors that engage the entire workforce may cause an organization to omit some of the factors that are the most important to the company's most productive people. In other words, by honing in on the factors that engage an organization's top performers, the company is likely to benefit from the increased longevity of these employees at the organization.
Employee Satisfaction Does Not Equal Engagement
While organizations may be aware "through the grapevine" that employees are unsatisfied, it's the reasons for the dissatisfaction that elude them. While employee satisfaction is important, it's not the end game — it is only one piece of employee engagement. Satisfaction is imperative in that, for those individuals who are top performers, satisfaction may be derived from their achievement orientation, their ambition, or their sense of responsibility. On the other hand, the attempt to satisfy an under-performer who will only be content with a lightened workload may not be a worthy cause. Again, the focus is on ensuring that those individuals who have been identified as top performers and high potentials are engaged in the organization.
As stated, employee engagement incorporates employee satisfaction, but also includes the essential elements of pride, commitment and loyalty in the organization. Engaged employees aren't concerned with meeting the minimum requirements to complete a task, they are focused on what they can do to better the company. Essentially, they take ownership in the company despite whether or not they actually own a share of stock.
The Role of Employee Engagement Surveys
It is here that employee engagement surveys come into play to determine the factors that make and keep the workforce engaged. With engagement surveys, the issues that are driving morale up or down can be pinpointed because the surveys provide an equal opportunity for the entire population of the organization to have a voice. For example, an organization may have created an entire program around work/life balance. Yet, after receiving the results of the company's employee engagement survey, discover that this program is only representative of the needs of a small segment of the organization, when, in fact, the top-performers are actually seeking more opportunities and challenges in their daily work.
Regardless of organization size or number of locations, an employee engagement survey provider can assist the organization with project management from start to finish. The provider's team of experts works alongside the organization to design the survey and provide administration, whether it's via the Web or paper-based. For many organizations, it is important to have a third-party administrator to provide a solid sense that individual results will be kept confidential. Survey providers can also tabulate the results to offer comprehensive reporting and analysis in addition to action-planning assistance.
The Employee Engagement Survey Process
Before the employee engagement survey process begins, the organization needs to make sure it has the buy-in of management at all levels. This can mean providing management with demonstrations that show the survey will be objective, legitimate, measurable and statistically valid. A lack of enthusiasm at any level can hurt the process as well as the effective use of the survey results. An organization can also determine who the influencers are in their company and get these people excited about driving the survey process. They can help spread the word before and during survey administration, as well as assist in making sure that everyone has the opportunity to participate in follow-up meetings to hear results and also in the action planning process.
Once survey administration is complete, an experienced employee engagement survey provider is able to analyze the survey results to provide the top areas that are driving engagement in the organization's workforce. Although they vary industry to industry and organization to organization, and may even change year to year, there are six elements that are the most common drivers of employee engagement: involvement and belonging, recognition, growth and development opportunities, optimism about the vision and future of the organization, leadership trust, and open, two-way communication. There are also a number of other important areas, such as issues around diversity, policies and procedures, safety and compensation and benefits, which should be examined as they can be drivers of engagement in some instances.
Taking Action with Results
Once the factors that are driving engagement in the organization have been determined, the company can then narrow down the list to focus on two or three areas. It is important for the organization to begin with a concentration on the factors that will make the most difference to the employees and put energy around improving these areas.
The employee engagement survey process also must conclude with an appropriate follow-up procedure. An employee engagement survey is not a worthy endeavor for the organization if only the top management is allowed to view the results. The results should be shared throughout the organization accompanied with expectations of how the information should be leveraged to create and enact development plans.
Once results are shared with managers, it is important that managers, in turn, share the results with each of their employees and allow them the opportunity to participate in the follow-up process, asking questions and suggesting solutions. An employee engagement survey provider can also help these managers to get behind the results and develop action-oriented plans that are specific, measurable, accountable and time-bound.
Linking the Results
As previously mentioned, employee engagement is linked to retention and the results from an employee engagement survey can actually show an organization the specific components of engagement that are having the most influence on retention. For example, many employees are not as likely to leave a company as they are to leave a manager, and in other instances, leadership issues could highly influence employee engagement as well as retention.
Employee engagement survey providers are also able to help an organization link survey results back to customer satisfaction. For example, an organization can determine how satisfied its customers are going to be six months from now by tracking the engagement level of its employees right now. In other words, it is likely that a current event in an organization that causes morale or engagement to go up or down, will affect the way customers feel about the organization within a six month time period.
The Importance of an Annual Survey
It is not enough to conduct an employee engagement survey every few years — this does not provide adequate support for the action-planning process. That is, allowing a significant time period to lapse before letting employees know whether or not goals were reached can be demotivating. It is recommended that organizations conduct at least annual surveys. With a continuous cycle that can be counted on and supporting action planning to get results, employee engagement surveys allow an organization to know whether or not they are seeing results, which in turn is going to influence their success as a business.
While employee engagement surveys aren't the only way for an organization to discover whether or not employees are engaged, employee engagement surveys are an objective, quantifiable way for an organization to measure and know precisely the level of improvement, or lack thereof, of employee engagement. Obtaining a complete picture of the factors that drive employee engagement within an organization can also be empowering. Once the organization knows what's wrong, it becomes less of a hurdle to fix. Incorporating employee engagement surveys as a key element of the organization's employee retention strategy will not only help an organization retain its top performers, it will also help the organization improve its customer service and its bottom line.
Employee engagement
From Wikipedia, the free encyclopedia
Employee engagement is a concept that is generally viewed as managing discretionary effort, that is, when employees have choices, they will act in a way that furthers their organization's interests. Engaged employees feel a strong emotional bond to the organization that employs them. (Robinson) This is associated with people demonstrating a willingness to recommend the organization to others and commit time and effort to help the organization succeed. (Harter) It suggests that people are motivated by intrinsic factors (e.g. personal growth, working to a common purpose, being part of a larger process) rather than simply focusing on extrinsic factors (e.g. pay / reward). (Ryan) The concept has gained popularity as various studies have demonstrated links with productivity.
In 1999, The Gallup Organization published research that showed that engaged employees are more productive, more profitable, more customer-focused, safer, and less likely to leave their employer. The review stated that “engagement with employees within a firm has shown to motivate the employee to work beyond personal factors and work more for the success of the firm.” (Harter) Watson Wyatt found that high-commitment organizations (one with loyal and dedicated employees) out-performed those with low commitment by 47% in the 2000 study and by 200% in the 2002 study. (Wyatt) In a study of professional service firms, the Hay Group found that offices with engaged employees were up to 43% more productive, based on a comparison of revenue generation. (Hay Group)
Recent research has focused on developing a better understanding of how variables such as quality of work relationships and values of the organization interact and their link to important work outcomes. (Hulme) From the perspective of the employee, “outcomes” range from strong commitment to the isolation of oneself from the organization. (Seijts) The study done by the Gallup Management Journal has shown that only 29 percent of employees are actively engaged in their jobs. Those “engaged” employees work with passion and feel a strong connection to their company. Moreover, 54 percent of employees are not engaged meaning that they go through each workday putting time but no passion into their work. Also, Seventeen percent of employees are actively disengaged, meaning that they are busy acting out of their own personal unhappiness, which undermines what their engaged co-workers are trying to accomplish. (Seijts)
Access to a reliable model enables organizations to conduct validation studies to establish the relationship of employee engagement to productivity/performance and other measures linked to effectiveness. (Hulme)
It is an important principle of occupational psychology (i.e. the application of psychological theories, research methods, and intervention strategies involving workplace issues) that validation studies should be anchored in reliable scales (i.e. organized and related groups of items) and not simply focus on individual elements in isolation. To understand how high levels of employee engagement affect organizational performance/productivity it is important to have an a priori model that demonstrates how the scales interact. (Konrad) There is also overlap between this concept and those relating to well-being at work and the psychological contract. (Robinson)
As employee productivity is clearly connected with employee engagement, creating an environment that encourages employee engagement is considered to be essential in the effective management of human capital. (Seijts)
Current studies suggest that employee engagement will be influenced by:
1. • Employee perceptions of job importance. This study has found that “…an employees attitude toward the job[‘s importance] and the company had the greatest impact on loyalty and customer service then all other employee factors combined.” (Seijts)
2. • Employee clarity of job expectations. “If expectations are not clear and basic materials and equipment not provided, negative emotions such as boredom or resentment may result, and the employee may then become focused on surviving more than thinking about how he can help the organization succeed.” (Harter)
3. • Career advancement/improvement opportunities. “Plant supervisors and managers indicated that many plant improvements were being made outside the suggestion system, where employees initiated changes in order to reap the bonuses generated by the subsequent cost savings.” (Konrad)
4. • Regular feedback and dialogue with superiors. “Feedback is the key to giving employees a sense of where they’re going, but many organizations are remarkably bad at giving it.” (Hay Group) “‘What I really wanted to hear was ‘Thanks. You did a good job.’ But all my boss did was hand me a check.’” (Hay Group)
5. • Quality of working relationships with peers, superiors, and subordinates. “…if employee’s relationship with their managers is fractured, then no amount of perks will persuade the employees to perform at top levels. Employee engagement is a direct reflection of how employees feel about their relationship with the boss.” (Seijts)
6. • Perceptions of the ethos and values of the organization. “‘Inspiration and values’ is the most important of the six drivers in our Engaged Performance model. Inspirational leadership is the ultimate perk. In its absence, [it] is unlikely to engage employees.” (Hay Group)
As additional research becomes available, the significance of the various factors will become more evident.
The Power of Employee Engagement
You've probably heard the old joke in which a CEO is asked how many people work in his company and he responds, "About half of them." Not so funny when you look at the following statistics and begin to realize how much time, energy and resources are wasted.
Scary Statistics
The statistics on workforce engagement are shocking. According to the Gallup Management Journal's semi-annual Employee Engagement Index
• 29% of employees are actively engaged in their jobs
• 54% are not-engaged
• 17% are actively disengaged
What's going on and what can be done about it?
How to Keep an Employee Engaged
Engaged workers produce more, make more money for the company, and create emotional engagement and loyal customers. They contribute to good working environments where people are productive, ethical and accountable. They stay with the organization longer and are more committed to quality and growth than are the other two groups of not-engaged and actively disengaged workers. How do they do so?
• Employees have a strong relationship with their manager
• They have clear communication from their manager
• They have a clear path set for focusing on what they do best
• They have strong relationships with their coworkers
• They feel a strong commitment with their coworkers enabling them to take risks and stretch for excellence
Engaged employees tend to get the least amount of focus and attention from managers in part because they're doing what they are needed to do. They set goals, meet and exceed expectations and charge enthusiastically toward the next tough task.
The challenge for managers comes when the first signs of disengaging appear from an engaged worker. The symptoms need to be addressed immediately or else the disconnection is likely to continue. Most of the time this disengagement process can be interrupted by having meaningful conversations that strengthen commitment through relationship.
Great managers don't leave these excellent employees alone. They spend most of their time with the most productive and talented people because they have the most potential.
Expectations, Clarification and Measurement
To grow and sustain employee engagement managers must regularly provide expectations, clarification, and measurement. Usually companies hire people to do three things:
1. Achieve the business outcomes of their roles
2. Contribute to creating a productive workplace
3. Drive customer engagement
A good place to start is with conversations about expectations for every person in a given role. Get the individual to view his or her role from a broader perspective instead of from a narrow task-oriented point of view. Encourage the employee to see how his or her work contributes to the organizational future. Ask, "What are the outcomes you are supposed to achieve? What were you hired to do? How do you contribute to making this a great place to work? Are you creating engaged customers?" The objective is to focus employees on outcomes as well as the steps it takes to get there.
Next, managers can help employees clarify how they can achieve outcomes. Sometimes they can help employees change their roles to better fit their talents. A person who is not adept at written reports and details can collaborate with someone who is. This requires self-awareness of strengths and weaknesses on the part of both the manager and employee and a willingness to be flexible and find solutions.
Measurement is crucial to an employee's feeling of success, as long as the measurement focuses on outcomes, not steps. Good measurement includes regular feedback, aligns with outcomes and matches the expectations for the role.
Expectations, clarification and measurement are the keys to helping employees stay in the engaged range, and to keeping them involved and committed. Engaged employees need strong relationships and clear communications from their managers. They also need to be stimulated and challenged in their areas of talent and strengths to help them to continue to grow.
Effective managers and leaders help the people who work with them to design and own their own goals, targets and milestones. Everyone needs support and help with focus in order to keep the goals aligned with business results. Great managers provide coaching to facilitate progress and build talents into strengths.
Handling "Not-engaged" Employees
Efforts to raise levels of engagement are worthwhile for those in the not-engaged range. Not-engaged employees tend to concentrate on tasks rather than the goals and outcomes they are expected to accomplish. They want to be told what to do just so they can do it and say they have finished. They focus on accomplishing a task vs. achieving an outcome. Managers who only provide tasks to an employee reinforce not-engaged behaviors and actually move 180 degrees away from engaging the heart, mind, and soul of that person.
Employees who are not-engaged tend to feel their contributions are being overlooked, and their potential is not being tapped. They often feel this way because they don't have productive relationships with their managers or with their coworkers.
The way to get people to become a part of an organization is through relationships. Employees who feel disconnected emotionally from their coworkers and supervisor do not feel committed to their work. They hang back and do the minimum because they don't believe anyone cares. These employees "lower the bar" for themselves by doing the least amount of work necessary.
Managers need to demonstrate a sense of really caring about employees and what's important to them. Managers can help employees refocus on the demands of their roles and on the skills, knowledge, and talents they bring to their jobs. The manager who takes the time to have a dialogue about an employee's strengths and how these can make a difference forges essential ties and connections that lead to employee commitment.
Managing "Actively Disengaged" Employees
Too often people have to work with others who have become disenchanted and actively disengaged. Actively disengaged employees aren't just unhappy at work. They act out their discontent and sow seeds of negativity at every opportunity. They undermine the work of others. They are not just indifferent to company goals and mission; they express mistrust and outright animosity.
As workers increasingly rely on each other to generate products and services, the problems and tensions that are fostered by actively disengaged workers can cause great damage to an organization's functioning.
The Gallup Organization estimates that there are 22 million actively disengaged employees that cost the American economy up to $350 billion per year in lost productivity, including absence, illness and other problems that result when workers are unhappy at work.
A good manager will identify those who are disengaged and explore the reasons behind the disconnect to determine if coaching or other interventions are appropriate. In some cases, people will respond favorably to opportunities to reconnect and rekindle their interest and enthusiasm for their jobs. Most people search for ways to make their lives and work meaningful and only disengage when they feel hopeless.
Those who are actively disengaged may thrive on the negativity and refuse to become part of any solution, preferring to perpetuate problems. If they repeatedly refuse opportunities to engage again, terminating their employment should be seriously considered in order to avoid further damage to staff morale and organizational progress.
Leadership Actions: What Employees Want a Manager to Do
For great managers, the path toward engaging employees and keeping them engaged begins with asking them what they want and what is important in order to be effective in their roles. Here is a summary of what workers responding to the a Gallup survey said they what they want from their managers;
• Focus me
• Know me
• Care about me
• Hear me
• Help me feel proud
• Help me review my contributions
• Equip me
• Help me see my value
• Help me grow
• Help me see my importance
• Help me build mutual trust
• Challenge me
And how do you do that?
• Provide feedback and guidance
• Make real time to discuss problems
• Seek ideas and input from everyone
• Provide the resources to solve problems or to do a job well
• Give real recognition and/or reward
• Provide opportunities for people to develop their potential
• Keep the pressure to perform and achieve more with less realistic
• Provide opportunities for social interaction
• Train people how to resolve interpersonal conflicts
• Promote joy and appropriate humor within the office
• Be flexible; help people to actively balance work and home responsibilities
"Great organizations achieve sustainable growth and profits because they do what other organizations don't: they maximize the innate, individual talents of their employees to connect with customers. They know that tapping the resources of humans is the only remaining area where significant improvements can--and do--lead to an unlimited source of competitive advantages." Curt Coffman, Gabriel Gonzalez-Molina, in Follow this Path 2002
Employee Engagement Requires the “Right Stuff”
By Theresa Welbourne
September 1, 2005: Years of research have led CIO Update columnist Theresa Welbourne of eePulse to one inescapable conclusion: we're all just a little confused and we don't know what to do about it.
For the last eight years, I have been involved in very frequent data collection from employees in over 100 organizations. These companies collect data as frequently as weekly, and we have been able to study the data resulting from this process.
The analysis of longitudinal data on engagement, or what we call "employee energy," and the many comments that accompany the scores, has led to some interesting findings.
We ask employees to rate their energy levels at work and ask for comments about what’s affecting energy. Reading and analyzing hundreds of thousands of comments, from a diverse samples of companies, we’ve been able to discover the No.1 thing that negatively affects employee energy at work: confusion.
Employees simply don’t know what to do first when they go to work in the morning.
Strategic alignment, management by objectives, competencies, 360-degree performance discussions, large-scale employee engagement surveys, millions of dollars in consulting, etc., etc. — none of it seems to work. Why? Because these programs do not address what the individual employee needs, which is focus today not lofty strategic direction about tomorrow.
You can be in complete alignment with values, culture, strategy, and vision and still have no clue what to do when you show up Monday morning. This is because strategy execution requires a whole lot of work, and most companies simply don’t have enough people to get the work done.
Also, the pace of organizational change is very high everywhere, and that makes realignment and priority setting even more important than strategic alignment processes.
Companies have made multi-tasking a new art form. But along the way, very few have slowed down to think about how managers and employees realign their current work with the many added new tasks that are thrown at them.
Let’s not forget the benefit of email, voice mail, and the Blackberry phenomenon — even more tasks delivered to you even faster. Employees don’t know how to best shift their work schedules when six-to-12 new high-priority items come onto their plate daily.
They are de-energized because they say they don’t have enough information to know what to do next.
The result of this “confusion” phenomenon is that many organizations have data indicating that employee energy scores are at rates that fall below where employees are most productive. At the same time, these employees report that their amount of work and pace of work are at record highs.
Employees are struggling with too much work, having too much to do. The phenomenon is widespread today. The problem exists because being energized is not about being busy.
In order to be optimally energized at work (and most productive), employees need to be focused and busy working on the right stuff. Today, many organizations are experiencing a “right-stuff” problem.
Our data shows that even the most senior leaders are in the right stuff trap. If this is the case then, of course the rest of the employee population will experience the same problem. The right-stuff problem is turning into an epidemic!
The Simple Solution
What do you do to treat right-stuff symptoms?
No.1: Find out if you have a problem, and then discover where the right-stuff problem is most rampant. Measure employee energy and confirm what’s affecting energy levels.
No.2: Measure employee energy frequently. Fluctuation in energy predicts performance.
No.3: Where groups are experiencing the right-stuff problem, quickly work with managers to help employees focus on the key priorities.
No.4: But, before managers are told to fix the problem, look at your employee energy data by manager level (level reporting to the most senior executives in particular). The CEO and his or her team need to make sure that their own direct reports understand their priorities. This is a weekly problem, not a strategic alignment dilemma.
No.5: Lastly, before talking to your senior leadership team, have a discussion within your own HR department. The data we collect shows that HR often is most negatively affected by the right-stuff problem. HR is in the business of putting out fires, and taking on many requests from multiple internal and external customers. As a result, employees in HR are, in many cases, even more confused than employees in the rest of the company.
The world of business is not likely to slow down, and the business environment is not getting easier for any of us. The answer to the right-stuff problem will not be slowing down the pace of business. The solution has to come from creative minds who work to help all employees realign priorities in the agile and complex business environment in which we all exist today.  |
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