employee-100222123225-phpapp01.doc

8/14/2019 employee-100222123225-phpapp01.doc

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INTRODUCTION

Weve seen it happen many times. An organization that provides topwages and benefits loses a great employee to a competitor for noapparent reason. Of course some employee turnover is to be e!pectedbut the company is truly engaging its employees there is no good reasonfor the une!pected loss of "uality staff members. #any companiesalready $now that wages and benefits are important to employees butcompensation alone is not enough to $eep the highly s$illed motivatedand e!perienced wor$force your business needs to e!cel.

%ngagement at wor$ was conceptualized by William A. &ahn '1(()* as the+harnessing of organizational members selves to their wor$ roles. ,nengagement people employ and e!press themselves physicallycognitively and emotionally during role performances. -he second related

construct to engagement in organizational behaviour is the notion of flowadvanced by si$szentmihalyi '1(/0 1(()*. si$zentmihalyi '1(/0*defines flow as the +holistic sensation that people feel when they act withtotal involvement. low is the state in which there is little distinctionbetween the self and environment. When individuals are in low 2tatelittle conscious control is necessary for their actions %mployee%ngagement as the e!tent to which wor$force commitment bothemotional and intellectual e!ists relative to accomplishing the wor$mission and vision of the organization. , see engagement as a heightenedlevel of ownership where each employee wants to do whatever they canfor the benefit of their internal and e!ternal customers and for the

success of the organization as a whole.

%mployee engagement was described in the academic literature by2chmidt et al '1((3* using data from 4allup5s 617 engagement survey. Amodernized version of 8ob satisfaction 2chmidt et al5s influential definitionof engagement was 9an employee5s involvement with commitment toand satisfaction with wor$.9 -his integrates the classic constructs of 8obsatisfaction '2mith et al 1(:(* and organizational commitment '#eyer ;Allen 1((1*.


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Defining Employee Eng gemen!

%mployee engagement also called wor$ engagement or wor$erengagement is a business management concept. An 9engaged employee9is one who is fully involved in and enthusiastic about his or her wor$ andthus will act in a way that furthers their organization 5s interests.

-he primary behaviours of engaged employees are spea$ing positivelyabout the organization to co=wor$ers potential employees and customershaving a strong desire to be a member of the organization and e!ertinge!tra effort to contribute to the organizations success. #any smartorganizations wor$ to develop and nurture engagement. ,t is important tonote the employee engagement process does re"uire a two=wayrelationship between employer and employee.

"#y i$ Employee Eng gemen! Impo%! n!&

An organizations capacity to manage employee engagement is closely

related to its ability to achieve high performance levels and superiorbusiness results.

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http://en.wikipedia.org/wiki/Business_managementhttp://en.wikipedia.org/wiki/Wage_labourhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Business_managementhttp://en.wikipedia.org/wiki/Wage_labourhttp://en.wikipedia.org/wiki/Organization


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%ngaged employees will stay with the company be an advocate of thecompany and its products and services and contribute to bottom linebusiness success. %ngaged employees also normally perform better andare more motivated. -here is a significant lin$ between employeeengagement and profitability. %mployee engagement is critical to anyorganization that see$s not only to retain valued employees but alsoincrease its level of performance.

' (!o%$ of Eng gemen!

#any organizational factors influence employee engagement andretention such asB

A culture of respect where outstanding wor$ is valued Availability of constructive feedbac$ and mentoring Opportunity for advancement and professional development air and appropriate reward recognition and incentive systems Availability of effective leadership lear 8ob e!pectations Ade"uate tools to complete wor$ responsibilities


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STUDIES BY CONSULTANTS

%ngaged employees care about the future of the company and are willing

to invest the discretionary effort. %ngaged employees feel a strongemotional bond to the organization that employs them. '?obinson*

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http://en.wikipedia.org/wiki/Corporationhttp://en.wikipedia.org/wiki/Corporation


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Emo!ion l A!! (#men!

Only 7(D of employees are actively engaged in their 8obs. -heseemployees wor$ with passion and feel a profound connection to theircompany. Eeople that are actively engaged help move the organizationforward. @CD of highly engaged employees believe they can positivelyimpact "uality of their organization5s products compared with only 31D ofthe disengaged. /7D of highly engaged employees believe they canpositively affect customer service versus 7/D of the disengaged. :@D ofhighly engaged employees believe they can positively impact costs intheir 8ob or unit compared with 8ust 1(D of the disengaged.

In)ol)emen!

%ileen Appelbaum and her colleagues '7)))* studied 10 steel mills 1/apparel manufacturers and 1) electronic instrument and imaginge"uipment producers. -heir purpose was to compare traditionalproduction systems with fle!ible high=performance production systemsinvolving teams training and incentive pay systems. ,n all threeindustries the plants utilizing high=involvement practices showed superiorperformance. ,n addition wor$ers in the high=involvement plants showedmore positive attitudes including trust organizational commitment and

intrinsic en8oyment of the wor$.

Commi!men!

,t has been routinely found that employee engagement scores account foras much as half of the variance in customer satisfaction scores. -histranslates into millions of dollars for companies if they can improve theirscores. 2tudies have statistically demonstrated that engaged employeesare more productive more profitable more customer=focused safer andless li$ely to leave their employer.

P%o*+(!i)i!y

,n a study of professional service firms the


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-he most stri$ing finding is the almost 07D gaps in operating incomesbetween companies with highly engaged employees and companieswhose employees have low=engagement scores.


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Erove that engaging and involving employees ma$e good business senseand building shareholder value. Fegative wor$place relationships may bea big part of why so many%mployees are not engaged with their 8obs.

S!ep ,- Li$!en -he employer must listen to his employees and remember that this is acontinuous process. -he information employees supply will providedirection. -his is the only way to identify their specific concerns. Whenleaders listen employees respond by becoming more engaged. -hisresults in increased productivity and employee retention. %ngagedemployees are much more li$ely to be satisfied in their positions remainwith the company be promoted and strive for higher levels ofperformance.

S!ep .- Me $+%e (+%%en! le)el of employee eng gemen!%mployee engagement needs to be measured at regular intervals in orderto trac$ its contribution to the success of the organisation. Gut measuringthe engagement 'feedbac$ through surveys* without planning how tohandle the result can lead employees to disengage. ,t is therefore notenough to feel the pulseHthe action plan is 8ust as essential.%mployee engagement satisfaction surveys determine the current level ofemployee engagement. A well=administered satisfaction survey will let us$now at what level of engagement the employees are operating.ustomizable employee surveys will provide with a starting point towardsthe efforts to optimize employee engagement. -he $ey to successful

employee satisfaction surveys is to pay close attention to the feedbac$from the staff. ,t is important that employee engagement is not viewed asa onetime action. %mployee engagement should be a continuous processof measuring analyzing defining and implementing. -he employeesurvey is a diagnostic tool of choice in the battle for the hearts ofemployees.

S!ep /- I*en!ify !#e p%o0lem %e $,dentify the problem areas to see which are the e!act areas which lead todisengaged employees

S!ep 1- T 2e (!ion !o imp%o)e employee eng gemen! 0y (!ing+pon !#e p%o0lem %e $Fothing is more discouraging to employees than to be as$ed for theirfeedbac$ and see no movement toward resolution of their issues. %venthe smallest actions ta$en to address concerns will let the staff $now howtheir input is valued. eeling valued will boost morale motivate andencourage future input. -a$ing action starts with listening to employeefeedbac$ and a definitive action plan will need to be put in place finally.

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TECHNI3UES 'OR EMPLOYEE ENGAGEMENT

-he four engagement techni"ues currently favoured by organizations areB

A(!ion !e m$ 45567 I %mployee teams created to wor$ with leaders toidentify engagement goals and develop strategies to achieve them.S!o%y!elling 41867 I istilling information about what the company isstriving for and how it can get there into more human and persuasiveJstoriesK that involve employees on a more emotional level.App%e(i !i)e In9+i%y 4.867 I A communication approach thatencourages employees to wor$ with leaders to envision corporate goalsand share ideas how to best achieve them.Me$$ ge m p$ 4,867 I A messaging approach demanding an in=depthunderstanding of the audience their perceptions and attitudes.

#elcrums new guide contains chapters by leading e!perts on each of thetechni"ues along with $ey findings from the global study into howorganizations are currently approaching employee engagement.Few techni"ues for more demanding audiences internal communicatorshave increasingly been loo$ing to more interactive and emotivetechni"ues to encourage employees to Jgo the e!tra mileK. #elcrumslatest research suggests that @:D of organizations with employeeengagement on the agenda are now using at least one of the four $eytechni"ues.JAfter so much research and honing of practice good communication

departments are s$illed at producing clear messages strong copy andstraightforward mission statements and values K says -ony 6uinlanErincipal and ounder at Farrate and one of the e!pert authors of the newguide. JGut neuroscience psychology and related disciplines show us thatpeople rarely ma$e decisions on the basis of rational analysis of data atthe best of times.K,n addition technological advances and socio=economic fluctuations havemade audiences all the more demanding. JEeople have far greater accessto information than ever before and more ways of e!pressing their ownopinions K 6uinlan adds.J-heyre no longer willing to ta$e at face value whats being told to themby the organization. -hey can be sceptical and cynical when it comes tothe everyday volley of messages that leadership managers and internalcommunicators send them.K

Key fin*ing$ f%om !#e glo0 l $+%)eyOther interesting findings to emerge from #elcrums latest globalresearch into employee engagement includeBAround @1D of organizations worldwide now have employee engagementon the agenda.A "uarter of organizations address engagement through a formal

engagement program while 0CD treat engagement as part of a generalphilosophy incorporated into overall people practices.

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%mployee engagement programs in C)D of organizations worldwide areoverseen primarily by


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that their input is valued. eeling valued will boost morale motivate andencourage future input. -a$ing action starts with listening to employeefeedbac$. -hen the data needs to be analyzed. Fe!t a definitive actionplan will need to be put in place and finally change will be implemented.,t is important that employee engagement is not viewed as a onetimeaction. %mployee engagement should be a continuous process ofmeasuring analyzing defining and implementing.

"# ! i$ !#e Al!e%n !i)e !o Employee Eng gemen!&

onditions that prevent employee engagement seldom alleviatethemselves. -hey should be assessed and addressed as soon as possible.>eft to multiply negative employee satisfaction issues can result inB

Hig#e% employee !+%no)e%%mployees leave ta$ing their reservoir of $nowledge and e!perience toanother wor$place

Dimini$#e* pe%fo%m n(eompetency of the wor$force is reduced at least short term until newemployees are trained

Lo$! !% ining *oll %$ -ime and money invested in training and development programs fordeparting wor$ers is wasted

Lo:e% mo% le?emaining employees can be overburdened with new duties in additionto the unresolved issues that already prevent their full engagement.

Ho: C n "e A!! in Employee Eng gemen!&

>isten to the employees and remember that this is a continuous process. -he information our employees supply will provide direction. ,nsist uponincreased engagement at the managerial level and create and deploy acustomized employee satisfaction survey from Alpha#easure to assessyour current level of employee engagement. ,dentify problem areas ma$ea plan and ta$e action towards improvement.

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PEOPLESTREME EMPLOYEE ENGAGEMENT SURVEYREPORTS

Eeople2treme has offices in : ountries including ,ndia. Eeople2tremespecialises in all facets of


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4ender omparison

>ocation omparison '2tate or other >ocation information*

ustom ields provide additional demographics for reporting

All data can be e!ported for reporting purposes.

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,ncluded with the system online recommendations are provided for each

"uestion that has an effect on %mployee %ngagement. ?ecommendedremedies are bac$ed up by an e!planation and research. -his helps the


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CONCLUSION

%mployee %ngagement is the buzz word term for employeecommunication. ,t is a positive attitude held by the employees towardsthe organization and its values. ,t is rapidly gaining popularity use andimportance in the wor$place and impacts organizations in many ways.%mployee engagement emphasizes the importance of employeecommunication on the success of a business. An organization should thusrecognize employees more than any other variable as powerfulcontributors to a company5s competitive position. -herefore employee

engagement should be a continuous process of learning improvementmeasurement and action.

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, would hence conclude that raising and maintaining employeeengagement lies in the hands of an organization and re"uires a perfectblend of time effort commitment and investment to craft a successfulendeavour.

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employee-100222123225-phpapp01.doc

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