Description: The article covers the topic on employee engagement. It will express the idea of the culture of employee engagement. Leading organizations understand that a great operating strategy requires a culture of engagement to deliver extraordinary results, then you can learn the tips to do it like any strategic initiative.
Leading organizations understand that a great operating strategy requires a culture of engagement to deliver extraordinary results, but how do you do it like any strategic initiative? It starts with leadership commitment to making engagement a business priority, it can’t be viewed as an HR initiative.
The definition or model of engagement must fit your organization and be easy for everyone to understand, engagement is about mutual success maximum success for the employee that leads to maximum contribution for the organization.
This is simply a great day at work, everyone can understand what that means, it requires an investment of time and money to both measure and manage employee engagement, you don’t build a culture of engagement overnight with a survey and a few action plans.
The fact is that you will never do building, your culture leaders need to focus more on what is going on internally in their organization and be less concerned about what other company scores, that won’t help you implement your strategy and will be likely to track you from your goal.
Leaders need to focus on their daily actions, how they show up inspire communicate and connect with the workforce and they must hold each other accountable and finally you need to have a plan to both measure and manage the culture.
Let’s take a look at a measurement plan, a good plan measures not only the current state of engagement, but perhaps more importantly, the intrinsic and extrinsic drivers understanding why employees stay and why they were considered leaving is very important ideally.
You want to know who’s at risk of leaving your organization and what can be done to keep them focus on measures that are actionable and interesting, you can have a plan to communicate the results before you’ve launched a survey and make sure everyone knows the timeline ideally.
You would want every manager to get a report since they are closest to the action and in the best position to impact the scores, keep in mind, you might not be ready to get to this level, make sure the report to deliver is easily understandable and easily accessible.
The urge may provide systems and tools that are the interactive that allow the user to explore the data on their own, most managers simply don’t have time for this, you had better off giving them the data in an easy-to-understand format.
Then ask them to learn another system, they will access a few times, a year provide engagement champions to support leaders and managers especially for the first few cycles to better understand their reports and how best to involve their teams in the discussions of the findings.
Don’t assume, this is easy communicate that the scores themselves are not the prize, we expect to see different scores across the organization, most importantly, communicating the scores is the start of the conversation at the company level, it focuses on a few organizational wide themes that everyone can connect to and allow them to come up with their own strategies to support the themes.
Let’s take a look at building a management plan, not every leader manager or individual contributor is at the same level, when it comes to positively influencing the culture develop programs to train and develop your people that are in most need of support, recent engagement scores will give you great insights as to where you need to start develop a strategy and process to enable engagement conversations in between survey cycles.
These can be led by either the manager or individual contributor, but often both sides need help getting started examine core business practices like your training and development, career development and performance management strategies.
These business practices can often enhance your overall engagement results if properly aligned with issues, highlighted by the survey and finally communicate often throughout the year.
The importance of both strategy and culture takes every opportunity to tie business plans, investments and decisions into the overall plan to building a culture of engagement, this needs to be viewed as an ongoing process versus an event.
If you commit to building a culture of engagement and focus on a measurement and management strategy throughout the year, you will drive the number of great days at work experienced by your employees and that will drive great results for your organization.