We’re going on well over fifteen years of thinking about employee engagement in organizations. And after years of surveying employees and rolling organizational results into a macro look at our country, the results today have not changed much from when we first started the analysis. What we know is companies that lose disengaged employees often see the negative impact of having lower profitability and higher recruiting expenses.
From a company perspective, there are always things that can be done to reach out to employees and make them feel valued. What has changed in the last fifteen years is using technology to bolster engagement by creating solutions to aid in stronger organizational connections. These can include solutions to:
Encourage mentor relationships- Employees who feel mentored know that someone in the organization cares about their development and career path. This mentor relationship also creates an outlet for continuous communication, and feedback, so that the employee has a strong connection point.
Communicate more, not less- Being transparent, even in economic downturns, builds trust with employees. They will be more likely to hang in there for the long run. Additionally, letting an employee know how valuable they are to the company is key.
Allow and encourage some fun in the work day- Fun at work = employees who don’t dread being there. You don’t have to be playing ping pong or foosball all day at work, but definitely encourage a culture of being able to step away from the desk to chat and congregate. It also means providing technology to make collaboration and sharing easier. And beyond the technology, having senior leaders who will use and champion the technology so that employees feel compelled to use it too.
But it’s not just about the company driving employee engagement. In many organizations, employee engagement is looked at as the relationship between the employee and the company. In actuality, it goes far beyond this and is the relationships that an individual employee builds with colleagues and clients that truly indicate how likely the employee is to stay with the organization. Engagement is also a set of behaviors an employee must embrace in order to make the connections that will be lasting. So, what can you do as an employee to build that relationship?
Ways to foster your own engagement
- Volunteer to do more
- Be more active (in the group, the topic, etc.)
- Look for ways to improve, then implement them
- Take ownership for what goes well and where you need to improve
- Get “fired up” and use your passion
- Be loyal
- Build trusting relationships
The take away for me is it’s about focusing on the relationship, not the individual inputs and levers.
What do you think? What would you add to the list?
Originally published on HR Ringleader blog.
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