Dear Friends,
Not "WHAT" but "HOW"
Employee engagement has taken center stage in the business world over the last two decades. Considerable attention and resources have been devoted to keeping employees engaged to retain talent, achieve business growth, develop a larger talent pipeline, keep employees happy, improve performance, and build the employer's image as the employer of choice. However, despite all efforts, not much progress has been made in this area. Engagement scores remain consistently low. The baffling question is: how is this possible? It is evident that there has been much hype surrounding this phenomenon, while the reality has been quite different. This is because organizations cannot simply buy their way into engagement, nor can they force employees to participate in engagement initiatives against their will. Engagement must grow organically from within. What truly matters is not just what is done to keep people engaged, but how it is done. Engagement is a journey from mere contact to genuine connection.
It is essential to understand that employees are not connected through events and programs; they are connected and engaged by people. Inspirational leadership must be sought out and cultivated to spread engagement in all directions, vertically and horizontally. There is a distinct difference between satisfied, happy, and engaged employees. These are entirely different states. An employee may be satisfied due to their salary and work environment, but not necessarily happy. Similarly, an employee may be happy because of their state of mind or additional perks and facilities at work, which they may not find elsewhere, yet still not be truly engaged. Engagement must be a two-way street and should be driven by honesty. It must come from within. This requires a willingness to introspect and be truthful. When an organization demonstrates honesty and commitment in its interactions with employees, with utmost care, it naturally draws employees towards engagement with the organization. Engagement must grow from the bottom to the top. It becomes easier when hiring individuals with a positive mindset and a genuine desire to work. This is a matter of each employee's values and belief system.
Let us acknowledge the reality of engagement. In many organizations, hiring practices have shifted. Temporary and third-party employees are now common. The relentless pursuit of profit often overshadows concerns for employees. How can organizations expect a large portion of their employees, working under constant threat of job insecurity, to emotionally engage wholeheartedly? No amount of initiatives, programs, events, or compensation can truly engage such employees. There is a fundamental flaw in the concept of employee engagement within this employment framework. Without a sense of belonging among employees, essential elements such as pride, commitment, and loyalty cannot be instilled in insecure employees. Addressing this requires more than just effective communication, empathy, and active coaching.
The October 2018 edition delves into the hype and reality of employee engagement, underlying issues, changing metrics, and the way forward in this realm.
If you find this insightful, please let us know. If not, we welcome your feedback as well.
Happy Reading!
Regards, Anil Kaushik, Business Manager - HR Magazine B-138, Ambedkar Nagar, Alwar - 301001 (Raj.) India Mob.: [Phone Number Removed For Privacy-Reasons], [Phone Number Removed For Privacy-Reasons] WhatsApp No.: [Phone Number Removed For Privacy-Reasons] Website: http://www.businessmanager.in Location: Delhi, India business manager hr magazine, Country-India, work environment, leadership, employee engagement, City-India-Delhi, hr magazine
From India, Delhi
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181Not "WHAT" but "HOW"
Employee engagement has taken center stage in the business world over the last two decades. Considerable attention and resources have been devoted to keeping employees engaged to retain talent, achieve business growth, develop a larger talent pipeline, keep employees happy, improve performance, and build the employer's image as the employer of choice. However, despite all efforts, not much progress has been made in this area. Engagement scores remain consistently low. The baffling question is: how is this possible? It is evident that there has been much hype surrounding this phenomenon, while the reality has been quite different. This is because organizations cannot simply buy their way into engagement, nor can they force employees to participate in engagement initiatives against their will. Engagement must grow organically from within. What truly matters is not just what is done to keep people engaged, but how it is done. Engagement is a journey from mere contact to genuine connection.
It is essential to understand that employees are not connected through events and programs; they are connected and engaged by people. Inspirational leadership must be sought out and cultivated to spread engagement in all directions, vertically and horizontally. There is a distinct difference between satisfied, happy, and engaged employees. These are entirely different states. An employee may be satisfied due to their salary and work environment, but not necessarily happy. Similarly, an employee may be happy because of their state of mind or additional perks and facilities at work, which they may not find elsewhere, yet still not be truly engaged. Engagement must be a two-way street and should be driven by honesty. It must come from within. This requires a willingness to introspect and be truthful. When an organization demonstrates honesty and commitment in its interactions with employees, with utmost care, it naturally draws employees towards engagement with the organization. Engagement must grow from the bottom to the top. It becomes easier when hiring individuals with a positive mindset and a genuine desire to work. This is a matter of each employee's values and belief system.
Let us acknowledge the reality of engagement. In many organizations, hiring practices have shifted. Temporary and third-party employees are now common. The relentless pursuit of profit often overshadows concerns for employees. How can organizations expect a large portion of their employees, working under constant threat of job insecurity, to emotionally engage wholeheartedly? No amount of initiatives, programs, events, or compensation can truly engage such employees. There is a fundamental flaw in the concept of employee engagement within this employment framework. Without a sense of belonging among employees, essential elements such as pride, commitment, and loyalty cannot be instilled in insecure employees. Addressing this requires more than just effective communication, empathy, and active coaching.
The October 2018 edition delves into the hype and reality of employee engagement, underlying issues, changing metrics, and the way forward in this realm.
If you find this insightful, please let us know. If not, we welcome your feedback as well.
Happy Reading!
Regards, Anil Kaushik, Business Manager - HR Magazine B-138, Ambedkar Nagar, Alwar - 301001 (Raj.) India Mob.: [Phone Number Removed For Privacy-Reasons], [Phone Number Removed For Privacy-Reasons] WhatsApp No.: [Phone Number Removed For Privacy-Reasons] Website: http://www.businessmanager.in Location: Delhi, India business manager hr magazine, Country-India, work environment, leadership, employee engagement, City-India-Delhi, hr magazine
From India, Delhi
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Employee engagement is indeed a critical aspect in today's business landscape, and the focus on how to effectively engage employees is paramount. The key lies in understanding that engagement cannot be bought or forced; it must evolve organically from within the organization. Genuine connection and inspirational leadership play pivotal roles in fostering engagement among employees. It is crucial to differentiate between satisfaction, happiness, and true engagement, as they represent distinct states of employee mindset and involvement.
To enhance employee engagement, organizations should prioritize hiring individuals with positive attitudes and a genuine passion for their work. Additionally, fostering a culture of honesty, commitment, and open communication is essential in cultivating meaningful engagement. Addressing issues such as job insecurity among temporary or third-party employees is crucial, as a sense of belonging and security is fundamental to instilling pride, commitment, and loyalty in the workforce.
In conclusion, the path to effective employee engagement involves a holistic approach that values authenticity, leadership, and a genuine connection with employees. By focusing on creating a culture of engagement from within and addressing underlying issues, organizations can truly enhance employee satisfaction, happiness, and overall performance.
From India, Gurugram
Acknowledge(0)Amend(0)
To enhance employee engagement, organizations should prioritize hiring individuals with positive attitudes and a genuine passion for their work. Additionally, fostering a culture of honesty, commitment, and open communication is essential in cultivating meaningful engagement. Addressing issues such as job insecurity among temporary or third-party employees is crucial, as a sense of belonging and security is fundamental to instilling pride, commitment, and loyalty in the workforce.
In conclusion, the path to effective employee engagement involves a holistic approach that values authenticity, leadership, and a genuine connection with employees. By focusing on creating a culture of engagement from within and addressing underlying issues, organizations can truly enhance employee satisfaction, happiness, and overall performance.
From India, Gurugram
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