The 4 key_elements_of_employee_engagement

The 4 Key Elements of
Employee Engagement

James Adonis

James Adonis 1

About The Author

James Adonis is a leading employee engagement expert. He has managed
small teams of only a few people to large teams of over 100 in various
industries. The one consistent factor has been his exceptional employee
engagement results.

James’s achievements include taking a team that had employee turnover
exceeding 70% and reducing it to zero – where it was maintained for 2 years.
His teams have also achieved employee engagement results that have
exceeded not only the industry standard, but world’s best practice as well. His
winning employee engagement formula has been proven to work in many
organisations around the world.

As a professional speaker, corporate workshop facilitator, and author of “Love
Your Team: How to halve your employee turnover in less than 90 days!”
James’s mission is to empower business leaders to drive change within their
organisations with the belief that employee engagement is critical to an
organisation’s success.

Website: www.jamesadonis.com © James Adonis, 2005
Email: james@jamesadonis.com
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James Adonis 2

Introduction

Behind every exceptionally successful organisation is employee engagement.
An organisation can only be a competitive market leader and a driving force in
its industry if it has a team of people who are truly engaged.

Most managers confuse the term employee satisfaction with employee
engagement. Employee satisfaction is when you have a happy team. And
that’s it. Employee engagement, however, does so much more.

Employee engagement is when your employees are dedicated to their jobs
and the organisation. It’s when they talk positively of their employer, go the
extra mile for their customers, put in extra effort than what’s required, and
reward the organisation with their loyalty and commitment. Above all,
organisations that champion employee engagement become employers of
choice, and when you’re an employer of choice, you attract the best possible
employees in the marketplace.

There are four key elements to employee engagement. These are
recruitment, support, relationships, and opportunities. In that order, they
form the ‘employee engagement journey’. Whilst these four elements are
absolutely critical when creating an engaged team, there are many more
factors within these elements which need to be considered.

The aim of this e-book is to outline these elements and the factors within
them. This will provide you with a fantastic start for your employee
engagement journey.

Feel free to forward this e-book on to anyone else you think may find it
of benefit. All that we request is that you do not amend any of the
information contained within it and that you credit James Adonis as the
author of this e-book.

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Recruitment
It’s always easier to engage the right kind of employee, and that’s why
recruitment is the first important element in the engagement journey. The
people that you recruit can make or break your team’s success. Think back to
a time when you had to manage people who were unmotivated, not focused,
and not suited to their jobs. We’ve all been there and can acknowledge how
difficult, awkward and time-consuming such situations can be. It’s possible
these employees should not have been recruited in the first place and we
often find ourselves asking “who hired this person?” Therefore, when you
have the opportunity to recruit someone, it’s critical to do it properly – even if it
means being without a vital employee for an extended period of time. The
following are the critical components of the recruitment process which have an
impact on employee engagement.

Position Descriptions

Busy leaders often hastily prepare a position description, don’t update
previous ones, and sometimes even recruit people without having one in
place. The end result is a lack of clarity for the employee in terms of what
he’s meant to be doing at work.

A well-prepared position description outlines the position title and where this
fits within the organisation’s structure. It also details duties and
responsibilities, qualifications and experience required, reporting lines, the
purpose of the position, selection criteria, and other preferences such as
flexibility, hours, and character traits.

Importantly, the position description should be presented to a potential
candidate before they’re even interviewed. This is so that the candidate can
see early on in the recruitment process exactly what the job entails. This then

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gives him the opportunity to withdraw his application (thereby saving
everyone’s time) or to ask further questions during the interview process.

Job Interview Process

Carefully consider how you’re going to structure your interview process. Think
about whether any of the following would provide you with value when trying
to find the right person:

Telephone interviews can be used to screen candidates before they
make it through to the face-to-face interview, thereby saving time.
Face-to-face interviews are the most common method of recruitment.
The most effective interviews contain a mixture of both behavioural-
based and situational questions. The best interviewers create a
relaxed and comfortable environment so that the applicant is able to
display his true characteristics.
Group exercises are used to see how people work with others.
Role plays and simulation activities give an indication as to how a
candidate may potentially perform in a role.
Psychometric testing is used to ascertain a candidate’s level of
intellect and personality. It’s important that this testing is not looked at
in isolation but in conjunction with all the recruitment tools.
Reference checks are a form of testimonial, usually conducted by a
previous manager.
Background checks are more thorough checks which delve into the
accuracy of a candidate’s employment and educational history.
Job trials usually occur for a period of one week in order to observe a
candidate’s ability to do the job before making an offer.
Presentations, conducted by the candidate, are useful if the job
involves significant amounts of presenting.
Headhunting services tend to be used in times when finding the right
applicant is incredibly difficult.

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I don’t recommend using all of these; rather, the ones you use will be
dependent on the nature of the job.

Recruit for Attitude

The biggest mistake managers make during the recruitment process is they
recruit only based upon skills and experience. But you can teach skills and
you can obtain experience. What you can’t teach or obtain is the right
attitude.

Hiring only based upon skills and experience is dangerous – because this
method brings in bad habits. It’s easier to coach and train someone with the
right attitude, than to change the attitude of someone who’s got the right
qualifications.

Culture Fit

So you’ve found the perfect person…. but are they culturally aligned with your
organisation? The perfect employee can be destructive if his values and
ethics do not match those of your organisation. Further negative impacts can
develop if his personality is likely to clash with his colleagues.

Likewise, if your corporate culture is not suited to the candidate, even he will
find it demoralising. It’s almost impossible to become an engaged employee if
your behaviours are out of sync with those of the organisation.

A good test is to walk the candidate around your workplace and observe his
reactions to what’s around him. This will give you (and him) a good indication
as to whether you’re suitable for each other. You may also like to incorporate

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questions during the interview that relate to his values to see if they’re aligned
with the organisation’s culture.

Expectations

Upon recruiting the right employee, be clear on your expectations, and
generally the position description is a good starting point for this discussion.
Outline in detail the behaviours you expect, the values and ethics you’d like
him to uphold, the performance indicators he’s required to meet, how he goes
about achieving these, and how his performance will be measured.

To maximise engagement levels, try and be flexible with your expectations,
encourage creativity and permit the employee to challenge the status quo.
Doing otherwise may make him feel restricted and micro-managed.

Emotional Intelligence

Emotional intelligence is someone’s ability to understand and influence their
own and others’ emotions. Managers that possess emotional intelligence are
able to use this to their advantage by relating and connecting with their
employees.

Whilst emotional intelligence isn’t a necessary attribute to look for when
recruiting for front-line employees, it is absolutely essential if you’re recruiting
for leaders who’ll be managing people. If you’re a manager of managers,
promote and recruit managers that display a healthy level of emotional
intelligence so that you know they’ll respond to your employees with a solid
understanding of how their words and actions will impact each employee.

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Support
The second element of the engagement journey is support. This is important
at all stages of an employee’s career but it is especially critical every time an
employee gets a new job. The best managers acknowledge that providing
their team members with a strong support network is one of the primary ways
of developing high levels of employee engagement. Without it, employees
can feel disillusioned and neglected. There are a multitude of techniques that
you’re able to incorporate into your work practices that will enhance the
strength of the support you provide your employees. The main ones are listed
below.

Training

An induction training program is crucial for all new employees. This program
should include a tour of the workplace’s facilities, the organisation’s goals and
mission, and procedures. A solid induction program will make the transition
into your organisation much easier for the new employee.

A professional induction also creates a good first impression. A creative and
interactive induction program will make it less daunting and will aid in
knowledge retention. Even get your existing employees involved in
conducting the training so that they start to build relationships with the
employees early on.

Ongoing training is the key to developing a highly skilled workforce. Whether
it’s via an online course, face-to-face training, an external course, or a self-
paced training manual, the benefits of a regular focus on ongoing training will
ensure that your employees are knowledgeable. This enables them to
perform better and when employees feel that they’re learning and developing,
their engagement levels rise at the same time.

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Resources

Engaged employees have managers that make sure they have the resources
they need to be able to perform in their roles. These resources include
stationery such as pens and writing pads; manuals, particularly in regards to
troubleshooting, product information, and process maps; and access to
reliable and user-friendly systems, for example, computers and log ons.

Providing your employees with the resources they need aids employee
engagement. For example, it takes away the stress they face when they have
to constantly look for stationery, and it also alleviates the feeling of
helplessness when they’re trying to source information or access a particular
computer system.

Feedback

Feedback can be provided formally and informally, but importantly, it must be
provided regularly. Provide both positive and constructive feedback so that
it’s balanced, and focus on the employee’s behaviours and not on him as a
person. How you give feedback can drastically undo a lot of great employee
engagement work that you’ve previously achieved, so be prepared, be clear,
and have an effective feedback structure in place.

Masters of employee engagement also seek feedback from their employees.
Ask your team members to tell you what you’re doing well and which areas
you need to improve. Ask for this feedback in face-to-face meetings as well
as via anonymous staff surveys. Then take action to correct the areas for
development so that your employees see that you’ve taken their feedback on
board. The best feedback you could ever receive on how your employee
engagement strategies are progressing is by seeking feedback directly from
your employees.

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James Adonis 9

Rewards and Recognition

Managers are usually good at providing rewards but they often forget about
the importance of recognition, which in many instances is more meaningful
to the employee. Simple gestures such as “thank you”, “well done”, or visible
praise to an employee’s peers and senior managers will go further than
standard rewards such as movie tickets and gift vouchers.

This doesn’t mean that we should relax the amount of rewards we provide our
employees. It’s imperative that these continue but that the right behaviours
are rewarded consistently. Provide rewards not only for your employees’
accomplishments, but also for significant improvements they make, ‘personal
bests’ they achieve, and any other actions that result in a positive result for
the organisation.

Pay and Benefits

Employees will never be totally satisfied with their salary. In employee
engagement surveys, you will always see salary satisfaction rate poorly,
despite how competitive an organisation’s salary schemes may be. So then
how do you improve this area? It all comes down to the delivery of the pay
review. Try the following techniques when delivering a pay review and see
how much more positively the review is received by the employee:

Provide the employee with the salary market average and the salary
market range for their job in the marketplace. This will highlight how
competitively they’re being remunerated. If this analysis shows
otherwise, you need to consider increasing the salary if you’d like to
attract and retain the best workers.
Provide detailed reasons to explain the rationale behind the employee’s
salary. Previous experience, qualifications, and most of all, the
employee’s recent work performance, are a great place to start.

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Situations arise where employees are remunerated at the maximum
possible level for their particular job. If this is the case and increasing
their salary further is unreasonable, perhaps provide them with a larger
bonus.

Investigate whether there are any other benefits that you can provide your
employees. These can include discounts with various retailers and
manufacturers, such as banking institutions, computer companies, association
memberships, magazine subscriptions, etc. These are attractive incentives
which can help propel your organisation as an employer of choice.

Communication

Transparency is the key when it comes to communication. Do it frequently,
openly, and verbally. Use one-on-one development sessions, team meetings,
and quick catch-ups with your team on a daily basis. Whenever you come
across any information that your employees may find useful or which may
help them perform better in their roles, pass it on. Such a constant flow of
communication increases the trust between you and your employees; it also
makes them feel as though they’re important, and reduces the chances of
them not knowing what’s going on.

The most engaging form of communication is via face-to-face channels, so
use this method as often as you can. Resort to impersonal forms of
communication, such as e-mails, in times when it’s not possible for you to
communicate face-to-face or over the phone. So long as the channels of
communication are always open and working, your employees will be kept in
the loop and consequently engaged.

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Work/life Balance

Employers who encourage a work/life balance for their employees
acknowledge that an employee having a fulfilled personal life is just as
important as being fulfilled at work. They’re generally flexible with their
employees’ hours and days of work to accommodate their employees’
personal commitments, such as family, study, well-being, etc. Employers are
increasingly embracing work/life cultures because they can see the benefits to
the business in terms of employee engagement, reduced turnover, lower
absenteeism, and greater morale.

Change Management

Most employees are highly resistant to change. So in a world where business
is changing more rapidly than ever before, employee engagement can be
hampered if a sound change management process is not in place.

The most effective change managers involve their people every step of the
way. This includes seeking their feedback during the initial idea formulation
stage, involving them in testing, training, and even implementation.
Communicate the reasons for the change and the benefits arising from it,
outline why other alternatives weren’t chosen, and provide regular (at least
weekly) updates on how the implementation of the change is progressing.
This approach will make them advocates of the change, rather than
opponents of it.

Intrinsic Motivation

Intrinsic motivation is when you do something just because it feels good, such
as a hobby. If a manager can make a job intrinsically motivating for an
employee, the chances of that employee being strongly engaged increase
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James Adonis 12

dramatically. To find out precisely what it is that intrinsically motivates your
employees, simply ask them.

Most managers use extrinsic motivation to get the best out of their
employees. Extrinsic motivation refers to incentives such as pay increases,
bonuses, rewards, etc. These are short-term solutions that don’t have a
lasting effect on employee engagement. No amount of extrinsic motivational
techniques can replicate the enjoyment employees get from truly loving what
they do. Naturally, this has definite flow-on benefits to the organisation.

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James Adonis 13

Relationships
Strong relationships are absolutely essential when creating an engaged team.
Employees are usually more inclined to work harder and go the extra mile if
they have a great relationship with their manager. However, there are a raft of
relationships, all of which need to be nurtured, if a team is to be truly engaged.
These include solid relationships with their peers, other departments, and
even with the organisation itself. These are outlined below in more detail.

Managers

This is the most important relationship of all – the one between the employee
and his manager. Try to build relationships with your team members that
extend beyond conversations that are work-related. Take an active interest in
their personal lives, ask them on a regular basis about their families, partners,
hobbies, etc, and show a genuine care for their welfare. Be visible as much
as possible by sitting with the team or by spending time with them.

Whilst direct managers have the greatest influence on an employee’s
engagement levels, senior and executive managers also have a role to play.
If they take the time to converse with front-line team members, get results, ask
for and respond to feedback, and communicate regularly with employees,
then engagement levels will increase.

Peers

If your employees have colleagues with whom they get along, it’s likely they’ll
enjoy coming to work and their engagement levels will subsequently rise.
Think about the team you have now. Do your employees have at least one
close friend within the team? This is a good indicator of team cohesion. A

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James Adonis 14

network of employees will work more efficiently, positively, and with fewer
clashes if there is cohesiveness within the team.

Foster an environment where your employees are able to build such
relationships with each other. Consider using team building activities,
encourage a significant amount of interaction amongst your employees, and
organise events outside of work where your employees can socialise and
connect.

Other departments also play a part in your employees’ engagement in a
similar way. If your employees have built close relationships with other
departments, they’ll spend less time talking negatively about each other.
Organise events where your employees can get to know employees from
these areas. For example, organise cross-departmental team meetings,
social events, etc.

Another factor that determines how employees develop relationships with their
peers is via the quality of their peers’ work. For example, if one employee is
working hard and producing work of exceptional quality, but the second
employee is slacking off and producing below-average work results, the first
employee will become less engaged. For this reason, be quick to recognise
employees who aren’t performing at the required level, and take action to
improve their performance.

Organisation

Many managers are surprised to learn that an employee’s relationship with
the organisation is a significant contributor to how engaged he’ll be in the
workplace. In fact, the organisation’s role is huge with many factors
influencing the employee’s perception of the organisation. Listed below are
the major determinant aspects of an organisation which have an effect on
engagement:

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Goals – the vision and direction in which the company is headed; its
medium and long-term strategies; and its objectives and how it plans to
achieve these.

Values – their alignment with the employee’s values; how well the
organisation actually practices its values; and how these values are
communicated, displayed, and linked to the industry’s code of ethics.

Culture – the behaviours and beliefs of the organisation needs to
match those of the employees’; the collective attitude of an
organisation’s employees needs to not impact negatively on those that
don’t conform; and the management team must act as role models and
conduct themselves in a manner that’s representative of an ideal
corporate culture.

Office Politics – whilst this is evident in every organisation, there are
ways to minimise it, such as: avoid talking about people in a negative
way, give credit where credit’s due, help people to achieve their
potential, stay focused on the organisation’s vision and values, and
don’t succumb to devious peer pressure.

Customers – the organisation’s emphasis on customer service needs
to match those of the employee; employees who deal with customers
must feel that the organisation acts on customers’ complaints; and
when an organisation has an excellent reputation among customers,
employees tend to feel pride working for the organisation, and so they
subsequently become engaged.

Processes – complex processes and excessive authorisations result in
a bureaucratic culture that makes certain tasks too difficult to complete;
employee engagement can be enhanced by simplifying processes and
procedures; and a continual focus on the improvement of processes
and the adoption of new technologies provides employees with the
assurance that the organisation is progressive and competitive.
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Safety – employees feel engaged when they see their employer doing
everything they can to minimise occupational incidents, such as the
following actions: thorough hazard identification processes where
potential accidents are eliminated before they occur; regular training
provided to employees and managers to minimise accidents by being
able to recognise hazards; clear signs warning employees of dangers
and providing information on safety practices; regular safety audits
conducted by an independent department or organisation; and
empathy and consideration to be shown at times when accidents occur.

Community – employees highly regard working for employers that
actively support the community in ways that include: assisting local
community groups; social responsibility in terms of human rights and
business ethics; involvement in charities; and care for the environment
by recycling and minimising harmful waste.

Work Location – The proximity of the workplace to an employee’s
home, the status associated with the location of the workplace, and the
facilities and décor of the workplace are all mitigating factors in how
work location affects employee engagement.

Job Security – With employees around the world ranking this as a
very high priority, employee engagement is higher when the chances of
retrenchment or restructure are low.

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James Adonis 17

Opportunities
The final element of the employee engagement journey is the creation of
opportunities. It’s the final element because each employee needs to first go
through the recruitment process, the support phase, and the building of
relationships, before sound opportunities can present themselves.

Opportunities don’t always need to be focused on career advancement. In
fact, most times they’re not. There are other ways of creating an environment
where opportunities for your employees abound, and while opportunities
continue to present themselves, your employees will remain engaged. Here
are a few tried and tested ways of doing this:

Job Variety

The actual work that employees do and the tasks they complete play a pivotal
role in their levels of engagement. In many industries, there are a significant
number of jobs that are monotonous, such as call centres and administrative
positions. In roles like these, it’s important to add as much variety as
possible. If the amount of variety has been exhausted, communicate to your
employees the importance and significance of their roles to the organisation.
Understanding how their jobs provide a substantial benefit will go some way in
helping them develop an appreciation for what they do.

When creating new positions, try to make them as interesting as possible. If
after reading a position description you feel that it’s boring, rather than
accepting it as it is, find some way of adding variety that will make it more
meaningful to the employee and beneficial to the organisation.

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Development

Employees with the potential to be engaged need to be constantly learning
and improving, which is why their continual development is so important.
Regular coaching sessions, feedback, goal-setting, and training will make
certain that this occurs.

Even experienced employees who have advanced skills need to be
continually developed in some way. Setting stretch goals, providing them with
additional responsibilities and presenting new experiences (such as time in a
different department or job), are ways of preventing them from becoming stale
and disengaged.

Involvement

Employees love to feel involved with what’s happening in an organisation.
The moment they start feeling like an outsider is the moment they begin to be
disengaged. When leaders hold secret meetings visibly and don’t
communicate to their employees about what happened in the meeting, the
employees make the assumption that their leaders are hiding something. This
is not a healthy environment to work in. Instead, communicate the outcome of
meetings to your employees, let them know what’s going on, and even seek
their input.

Involve your employees in meetings where decisions are made, that way
they’re able to contribute their own ideas and thoughts. Often some of the
best suggestions come from front-line employees. Employees need to feel as
though they’re able to influence decisions within the organisation. Even if
final decisions are made by the leadership team, it’s important that the
employees’ feedback is taken on board, and if not put into practice,
explanations should be provided to the employees out of courtesy.

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Empowerment

In addition to significantly enhancing employee engagement, empowerment
frees up a manager’s time to focus on other aspects of her role. So how do
you go about empowering your employees?

Decision-making is the key. Push decisions down. Let your employees
decide on which course of action to take, even if it happens to be the wrong
one. Some of the best learning experiences are those we learn by mistake.
Pass ownership of certain tasks to your team members but have quality
assurance measures in place to ensure the highest of standards. This
promotes ownership, and ownership engages your employees because they
don’t feel as if they need to constantly check with you for your approval.

Career Progression

Career development doesn’t need to be limited to vertical progression.
Horizontal moves into other departments can be just as rewarding to an
employee. The important thing is to spend time gaining an understanding of
your employees’ career goals and then formulating a detailed career action
plan to help them get there.

Have regular career discussions (at least monthly) with your employees to
make sure that you’re on track and provide them with the tools they need to
be able to move on to bigger and better things. Let them know that you’re
available to help them get to where they want to be. Perhaps organise some
time for them to shadow someone who’s doing the role they aspire to, and
provide them with additional responsibilities that pertain to that role.

Such a focus on career progression scares some managers as they believe
they’d lose people quickly. In fact, the opposite is true. When your
employees know that you’re looking out for their best interests, they’ll stay

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James Adonis 20

with you for a longer period than first planned because they’d be happy
waiting for the perfect job to arrive rather than leave for a job they think is less
than perfect.

Mentoring

Mentoring within organisations provides opportunities for the protégés that are
taking part in a mentoring program. Opportunities are created in terms of
networking contacts and potential job openings. In addition, the coaching and
guidance the protégés receive from their mentors provides them with the skills
and industry awareness that will create opportunities down the track.

A great mentor is someone who has already achieved significant success in a
particular field. It’s best for the mentor to be approachable, open to sharing
her learning experiences, a sound communicator, honest, a good motivator,
and importantly, must be willing to spend about one or two hours each month
with her protégé.

Networking

“It’s not what you know, it’s who you know”. How many times have you heard
that? To a certain extent, it’s true. There’s a greater chance your employees
will progress further in their careers if they’re provided with opportunities to
build relationships with people from other departments – and even with people
from other organisations.

For this reason, send your team members to industry functions, breakfasts,
seminars, and workshops. Get them involved in meetings where managers
from other departments are present. Do what you can to expose them to the
right people in the right places.

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James Adonis 21

Conclusion

The purpose of this e-book was to provide you with a framework to begin your
employee engagement journey. There are significantly greater complexities
and more detail associated with creating an engaged team than what has
been outlined in this e-book. To assist you on this journey, we have a variety
of services that are designed to revolutionise employee engagement within
your team. These include:

Professional Keynote Speaking: James Adonis can motivate your leaders
to embrace his proven employee engagement principles. His presentations
will inform and entertain your leaders so that they’re equipped with what they
need to start making positive changes in your workplace.

Consulting: Whether it’s for a short-term or long-term period, James will get
involved within your business, driving your employee engagement higher and
higher. Results are guaranteed.

Corporate Workshops: Our tailored workshops are designed to reflect your
organisation’s challenges and opportunities. By the end of the program, your
leaders will have a thorough understanding of how to apply the employee
engagement principles within their teams.

Mentoring: Consider joining James’s monthly mentoring program. In a one-
on-one session each month, James will look at your challenges and provide
you with workable solutions that can be implemented easily for an immediate
and long-lasting effect.

Book: “Love Your Team: How to Halve Your Employee Turnover in Less
Than 90 Days”, is the first book to be written by James Adonis. It contains
literally hundreds of ways to attract, engage, motivate, and retain your
employees. It’s the kind of book every manager should have on their desk.

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James Adonis 22

Disclaimer

Whilst everything contained in this e-book has been proven to work, certain
parts of it may not be applicable to your organisation. Therefore, we
recommend that you seek professional advice before embarking on the
suggestions contained within this e-book. The extended services provided by
James Adonis are an ideal way of achieving this.

More information on our range of services can be found at
www.jamesadonis.com.

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The 4 key_elements_of_employee_engagement

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