Employee engagement in the organizations is a concept easily said and discussed than correctly understood and practiced. It is no more a secret that engaged employees are more productive; engender greater levels of loyalty and customer satisfaction which lead to organizational success.
There have been a number of research studies across a wide range of industries and countries to identify the benefits of employee engagement in the organizations. The outcome of such studies indicate that organizations with higher level of employee engagement outperform their competitors in terms of performance and profitability, whereas companies with low levels of employee engagement witness fall in profits and operating margin. Hay, Gallup, Watson Wyattt and DDI, through their research studies all have reached to a conclusion that highly engaged employees in the organizations increase passion for and commitment to organization's goals, create a high energy working environment, bring higher employees retention, higher levels of creativity and innovations, greater sense of team, greater alignment with organization's values and sustained long term success.
It is also suggested by current studies that employee engagement will be influenced by employee perceptions of job importance, his clarity of job expectations, career advancement opportunities, regular feed back with superiors, quality of working relationship with subordinates, superiors and peers and perceptions of the ethos and values of the organization.
It would be wrong to equate employee satisfaction with the level of engagement. Employee satisfaction and loyalty does not necessarily mean that employee is really engaged. It is again found in a study by Gallup that no matter how long employees stay with the organization or how satisfied they are with their job, only an average of 29% are typically fully engaged and willing to give discretionary effort. Another 49% would be indifferent and remaining 22% would be actively disengaged. It is possible that employees are self motivated and dedicated to their job but sometimes they do not engage themselves with the organization. Engaging employees would be something more than merely keeping them satisfied and retained.
Improving levels of employee engagement looks easy, but of course it isn't. Attempts to raise engagement levels are likely to flounder unless there is willingness at the top level. There is no magic wand that can be waved to bring about high levels of engagements. There has to be consistent efforts with practical tools and techniques to create high levels of engagement and the cover feature of this issue is intended to bring forth such techniques and tools of employee engagement.
Business manager may issue bring forth such techniques and tools of EE.