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Employees believe they will personally benefit - financially, developmentally, or professionally from the team or organization. It makes sense for them to stay with the organization.
Believing in, valuing, or enjoying their day-to-day work, teams, managers or organizations. Because they can make a link between their role and organizational objectives and value system, and they enjoy or find fulfillment in the work
Better performance: engaged employees work smarter. They keep looking for ways to improve performance. This means more sales, lower costs, better quality and innovative products.
Greater stakeholder satisfaction: engaged employees go out of their way to meet stakeholder needs leading to customer retention and reducing the cost to business of acquiring or attracting new customers.
Lower employee turnover and greater ability to attract key talent: engaged employees don’t leave at the rate their disengaged counterparts do, despite offers to work elsewhere or opportunities arising elsewhere.
Senior management’s interest in employees’ well-being
Evidence that the company is focused on customers
Career advancement opportunities
The company’s reputation as a good employer
A collaborative work environment where people work well in teams
Resources to get the job done
Input on decision making
A clear vision from senior management about future success.
Dimensions of Engagement Source: Corporate Leadership Council Rational Commitment: The Extent to which employees believe that managers, teams or organisations have their interests in mind. Emotional Commitment: The extent to which employees value, enjoy, and believe in their jobs, managers, teams or organisations. Day to Day Work Team Direct Manager Organisation Discretionary Effort: Employee’s willingness to go above and beyond the call of duty. Intent to stay Employee desire to stay with the organisation, based on whether they intend to look for a job within a year. Performance Retention
Based on these role descriptions, it is clear that employees are in highly engaged state when they are doing non-job roles.
most employees have a sense of responsibility, and even if their employers treat them unfairly, they still show up to work and do the job.
having employees show up at work simply doing their jobs gets an employer nowhere in terms of long term competitiveness.
If all your employees simply show up and only do their jobs, then you are not building organisational strength and long-term competitiveness through people.
It’s the synergy that comes from people working together and gathering creative ideas that leads to long-term organisation sustainability. That synergy and “above and beyond” behaviour is evidence of employee engagement.
Skills to do the job (can do) and that their jobs tap into their personal motivators (will do).
Effectively deploy talents
When job fit is high, an employee performs better and is more likely to stay with the organisation.
In ten studies across six organisations and seven job families (using a number of propensity test items) it was found that engagement was significantly correlated to these six factors:
Attachment to the job
Openness to experience
These findings show that in addition to assessing motivational job fit when hiring new employees, organisations can use appropriate and validated tests to identify employees who are more likely to be engaged on the job.
Employee engagement is directly affected by the quality of leadership.
Leaders have the influence and power to serve as catalysts for higher levels of engagement, not only in one or two areas, but in all aspects of leadership.
Our research shows that:
More engaged managers have more engaged direct reports
The direct reports of engaged managers are less likely to leave the organisation
Higher performing managers have direct reports who are more highly engaged
Engaged leaders understand that their role is not to take charge of all the decisions, but to be more encouraging.
It’s about recognition for a job well done– holding people accountable for their performance.
COACH AND DEVELOP FOR RESULTS Effective leaders know that team members are more engaged when they can “get it right” the first time. They spend more time coaching for success (proactively) than coaching for improvement (reactively). For long term development, leaders need to know how to position high payoff development activities that benefit the individual, and at the same time, address the team’s and organisation’s goals and needs. DRIVE PERFORMANCE We’ve all had that experience - one person on the team not pulling their weight and the leader is not holding the person accountable. It’s disengaging right? Engagement is higher when leaders set clear goals and they hold people accountable. INSPIRE LOYALTY AND TRUST Engaging leaders understand that they need to proactively build an environment where employees are motivated, engaged, and retained. Effective leaders don’t wait to get the resignation to know that an employee is dissatisfied. SELECT TALENT It is best to start with people who have a better change of being engaged and people who not only can do the job, but also want to do the job. Leaders who have the skills and knowledge to select highly engaged employees can make a great contribution in both the present and the future MANAGE WORK Leaders who do a good job of managing work understand the difference between delegation and dumping. Effective leaders distribute work appropriately, and they make it meaningful. They are also effective at making decisions, planning and organising, and following up. PARTNER WITHIN AND ACROSS TEAMS People are more engaged in an environment that is collaborative and not adversarial. Effective leaders have mastered not only the intra-team skills to get people engaged, but also the inter-team skills. INFLUENCE THROUGH PERSONAL POWER Leaders who influence versus those who ‘flex their muscles’ are clearly more engaging and have learned how to build sufficient commitment to move good ideas through their organisation. . PROFILE OF ENGAGED LEADERS