Leolingham2000
Management Consultant
Vivadew
Hr Exec

Hiya,
Being barely in the HR line for 2 wks, I am tasked also to establish the framework for the staff engagement program for my organisation. I have no idea how I should go about doing so. :roll: Can someone pls advice?
If I were to do a survey with the staffs to measure the engagement level, what kind of measures and questions should I be focusing on so as to have a more accurate reflection?
Thanks alot! :wink:

From Singapore, Singapore
EMPLOYEE ENGAGEMENT

Research suggests that engagement is more than a passing fad - it brings clear business benefits. Engagement is seen, as bringing real competitive advantage. However, raising engagement levels, and maintaining them, takes time, effort, commitment and investment - it is not for the half-hearted.

=================================================

What is engagement?

. A clear view of the behaviours demonstrated by the engaged employee emerged:

belief in the organisation

desire to work to make things better

understanding of business context and the ‘bigger picture’

respectful of, and helpful to, colleagues

willingness to ‘go the extra mile’

keeping up to date with developments in the field.

Engagement has clear overlaps with the more exhaustively researched concepts of commitment and organisational citizenship behaviour, but there are also differences. In particular, engagement is two-way: organisations must work to engage the employee, who in turn has a choice about the level of engagement to offer the employer.

================================================== ===

Definition engagement as: ‘a positive attitude held by the employee towards the organisation and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organisation. The organisation must work to develop and nurture engagement, which requires a two-way relationship between employer and employee.’

==============================================

Measuring engagement

Positive responses to the engagement statements indicate:

a positive attitude towards, and pride in, the organisation

belief in the organisation’s products/services

a perception that the organisation enables the employee to perform well

a willingness to behave altruistically and be a good team player

an understanding of the bigger picture and a willingness to go beyond the requirements of the job.

=======================================

Engagement challenges



Some useful findings were:

engagement levels decline as employees get older - until they reach the oldest group (60 plus), where levels suddenly rise, and show this oldest group to be the most engaged of all

minority ethnic respondents have higher engagement levels than their colleagues

managers and professionals tend to have higher engagement levels than their colleagues in supporting roles, although people in the latter group appear to owe greater loyalty to their profession than to the organisation in which they practise their craft

engagement levels decline as length of service increases

having an accident or an injury at work, or experiencing harassment (particularly if the manager is the source of the harassment) both have a big negative impact on engagement

employees who have a personal development plan, and who have received a formal performance appraisal within the past year, have significantly higher engagement levels than those who have not.

The above findings show that organisations need to work hard to prevent, and minimise the impact of, bad experiences. They also need to ensure that employees’ development needs (including the special needs of professionals) are taken seriously; pay attention to, and value the roles of, support staff; and to maintain the interest of longer-serving employees. The relatively high levels of engagement of the oldest employees, and of minority ethnic staff, suggest sources of untapped potential within some organisations.

==================================================

What drives engagement?

Research shows that committed employees perform better. If we accept that engagement, as many believe, is ‘one step up’ from commitment, it is clearly in the organisation’s interests to understand the drivers of engagement. Study data indicates that opinions about, and experiences of, many aspects of working life are strongly correlated with engagement levels. However, the strongest driver of all is a sense of feeling valued and involved. This has several key components:

involvement in decision making

the extent to which employees feel able to voice their ideas, and managers listen to these views, and value employees’ contributions

the opportunities employees have to develop their jobs

the extent to which the organisation is concerned for employees’ health and wellbeing.

The line manager clearly has a very important role in fostering employees’ sense of involvement and value - an observation that is completely consistent with research in many different areas of HR practice and employment, all of which point to the critical importance of the employee-manager relationship.

================================================

Diagnostic tool for employee engagement include

the following

-training

-development

-career

-performance appraisals

-performance management

-communication

-equal opportunity

-fair treatment

-pay

-benefits

-health

-safety

-cooperation

-family orientation

-friendliness

-job satisfaction

etc

which helps to create

-feeling valued and involved

which is

-ENGAGEMENT.



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This illustrates the strong link between feeling valued and involved and engagement. In addition, it shows a diagnostic tool, which can be used to derive organisation-specific drivers from attitude survey data. This suggest that many of the drivers of engagement will be common to all organisations, regardless of sector; however, some variability is likely, and the relative strength of each driver is also likely to be contingent upon the organisation being studied.

==================================================

General lessons

Attempts to raise engagement levels are likely to founder, unless the following ‘building blocks’ are in place:

good quality line management

two-way communication

effective internal co-operation

a development focus

commitment to employee wellbeing

clear, accessible HR policies and practices, to which managers at all levels are committed.

It looks easy, but of course it isn’t; it requires a huge amount of effort and continuing investment to ensure that all of these basics are in place and working well. Embarking on a drive to increase engagement levels should not be undertaken lightly, bearing in mind the ease with which engagement (like the psychological contract) can be shattered.

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After hundreds of focus groups and thousands of interviews with employees in a variety of industries, Gallup organization came up with the Q12, a 12-question survey that identifies strong feelings of employee engagement. Results from the survey show a strong correlation between high scores and superior job performance. Here are those 12 questions:

Do you know what is expected of you at work?

Do you have the materials and equipment you need to do your work right?

At work, do you have the opportunity to do what you do best every day?

In the last seven days, have you received recognition or praise for doing good work?

Does your supervisor, or someone at work, seem to care about you as a person?

Is there someone at work who encourages your development?

At work, do your opinions seem to count?

Does the mission/purpose of your company make you feel your job is important?

Are your associates (fellow employees) committed to doing quality work?

Do you have a best friend at work?

In the last six months, has someone at work talked to you about your progress?

In the last year, have you had opportunities at work to learn and grow.

============================================

SOME USEFUL COMPANY ENGAGEMENT PROGRAMS

COULD INCLUDE

*A daily column, written by CEO, on the intranet with company

announcements / programs etc.

*Update via an overhead paging system, which is used to

recognize employees for significant business achievements.

*Online real-time tracking of progress. Employees can view

company progress towards targets / goals.

*Provide long term strategic vision for business growth.

*Employee suggestion systems / quick responses.

*Replay on the intranet about the president's / CEO's

press conference.

*Live version of internal house magazine.

*CEO spending time in face to face communication

with staff.

*CEO based FAQ questions on company business.

*ONLINE "ask the CEO" mailbox.

*monthly staff awards

*annual staff awards

*Weekly blog related to serious business issues and

staff to read / comments.

*appointment of disaster management team

*appointment of emergency management team

*problem solving committee.

*quality assurance committee.

==========================================

KEY ORGANIZATION ENGAGEMENT OUTCOME METRICS

-EMPLOYEE RETENTION

-COMPANY PERFORMANCE

-CUSTOMER SATISFACTION

-PROFITABILITY

FOR YOUR SURVEY, YOU SHOULD TAILOR THE QUESTIONS

-TO YOUR NEEDS

-EMPLOYERS EXPECTATIONS

ETC

REGARDS

LEO LINGHAM

From India, Mumbai
Respected Mr Leo,
It was very intresting and different from others in all aspect.I think that all organisation should think of engagement process seriously in order to retain the best talent in the company and for the complete development of the organisation.
Some times i find it too difficult to change the mind set ,attitude of the people where all HR formulae actually fails.
Managing people is indeed very difficult task.
With Regards
Promila

From India, Delhi
Dear Mr Leo, Thanks so much for your assistance. You have given me an in-depth understanding on employee engagement. It does seems not an easy task to implement the programme. Best Rgds, Vivadew:)
From Singapore, Singapore
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