The 4 Key Elements ofEmployee Engagement               James Adonis
James Adonis                                                                               1About The AuthorJames Adonis i...
James Adonis                                                                               2IntroductionBehind every excep...
James Adonis                                                                                 3RecruitmentIt’s always easie...
James Adonis                                                                                 4gives him the opportunity to...
James Adonis                                                                               5I don’t recommend using all of...
James Adonis                                                                               6questions during the interview...
James Adonis                                                                                     7SupportThe second elemen...
James Adonis                                                                                    8ResourcesEngaged employee...
James Adonis                                                                                       9Rewards and Recognitio...
James Adonis                                                                               10        Situations arise wher...
James Adonis                                                                               11Work/life BalanceEmployers wh...
James Adonis                                                                             12dramatically. To find out preci...
James Adonis                                                                             13RelationshipsStrong relationshi...
James Adonis                                                                             14network of employees will work ...
James Adonis                                                                             15        Goals – the vision and ...
James Adonis                                                                             16        Safety – employees feel...
James Adonis                                                                             17OpportunitiesThe final element ...
James Adonis                                                                             18DevelopmentEmployees with the p...
James Adonis                                                                                 19EmpowermentIn addition to s...
James Adonis                                                                             20with you for a longer period th...
James Adonis                                                                             21ConclusionThe purpose of this e...
James Adonis                                                                                   22DisclaimerWhilst everythi...
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The 4 key_elements_of_employee_engagement

  1. 1. The 4 Key Elements ofEmployee Engagement James Adonis
  2. 2. James Adonis 1About The AuthorJames Adonis is a leading employee engagement expert. He has managedsmall teams of only a few people to large teams of over 100 in variousindustries. The one consistent factor has been his exceptional employeeengagement results.James’s achievements include taking a team that had employee turnoverexceeding 70% and reducing it to zero – where it was maintained for 2 years.His teams have also achieved employee engagement results that haveexceeded not only the industry standard, but world’s best practice as well. Hiswinning employee engagement formula has been proven to work in manyorganisations around the world.As a professional speaker, corporate workshop facilitator, and author of “LoveYour Team: How to halve your employee turnover in less than 90 days!”James’s mission is to empower business leaders to drive change within theirorganisations with the belief that employee engagement is critical to anorganisation’s success.Website: © James Adonis, 2005Email: james@jamesadonis.comPhone: + 61 2 9331 2465 Fax: + 61 2 9331 3945 Mobile: + 61 402 334 987
  3. 3. James Adonis 2IntroductionBehind every exceptionally successful organisation is employee engagement.An organisation can only be a competitive market leader and a driving force inits industry if it has a team of people who are truly engaged.Most managers confuse the term employee satisfaction with employeeengagement. Employee satisfaction is when you have a happy team. Andthat’s it. Employee engagement, however, does so much more.Employee engagement is when your employees are dedicated to their jobsand the organisation. It’s when they talk positively of their employer, go theextra mile for their customers, put in extra effort than what’s required, andreward the organisation with their loyalty and commitment. Above all,organisations that champion employee engagement become employers ofchoice, and when you’re an employer of choice, you attract the best possibleemployees in the marketplace.There are four key elements to employee engagement. These arerecruitment, support, relationships, and opportunities. In that order, theyform the ‘employee engagement journey’. Whilst these four elements areabsolutely critical when creating an engaged team, there are many morefactors within these elements which need to be considered.The aim of this e-book is to outline these elements and the factors withinthem. This will provide you with a fantastic start for your employeeengagement journey.Feel free to forward this e-book on to anyone else you think may find itof benefit. All that we request is that you do not amend any of theinformation contained within it and that you credit James Adonis as theauthor of this e-book.Website: © James Adonis, 2005Email: james@jamesadonis.comPhone: + 61 2 9331 2465 Fax: + 61 2 9331 3945 Mobile: + 61 402 334 987
  4. 4. James Adonis 3RecruitmentIt’s always easier to engage the right kind of employee, and that’s whyrecruitment is the first important element in the engagement journey. Thepeople that you recruit can make or break your team’s success. Think back toa 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 howdifficult, awkward and time-consuming such situations can be. It’s possiblethese employees should not have been recruited in the first place and weoften find ourselves asking “who hired this person?” Therefore, when youhave the opportunity to recruit someone, it’s critical to do it properly – even if itmeans being without a vital employee for an extended period of time. Thefollowing are the critical components of the recruitment process which have animpact on employee engagement.Position DescriptionsBusy leaders often hastily prepare a position description, don’t updateprevious ones, and sometimes even recruit people without having one inplace. The end result is a lack of clarity for the employee in terms of whathe’s meant to be doing at work.A well-prepared position description outlines the position title and where thisfits within the organisation’s structure. It also details duties andresponsibilities, qualifications and experience required, reporting lines, thepurpose of the position, selection criteria, and other preferences such asflexibility, hours, and character traits.Importantly, the position description should be presented to a potentialcandidate before they’re even interviewed. This is so that the candidate cansee early on in the recruitment process exactly what the job entails. This thenWebsite: © James Adonis, 2005Email: james@jamesadonis.comPhone: + 61 2 9331 2465 Fax: + 61 2 9331 3945 Mobile: + 61 402 334 987
  5. 5. James Adonis 4gives him the opportunity to withdraw his application (thereby savingeveryone’s time) or to ask further questions during the interview process.Job Interview ProcessCarefully consider how you’re going to structure your interview process. Thinkabout whether any of the following would provide you with value when tryingto 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.Website: © James Adonis, 2005Email: james@jamesadonis.comPhone: + 61 2 9331 2465 Fax: + 61 2 9331 3945 Mobile: + 61 402 334 987
  6. 6. James Adonis 5I don’t recommend using all of these; rather, the ones you use will bedependent on the nature of the job.Recruit for AttitudeThe biggest mistake managers make during the recruitment process is theyrecruit only based upon skills and experience. But you can teach skills andyou can obtain experience. What you can’t teach or obtain is the rightattitude.Hiring only based upon skills and experience is dangerous – because thismethod brings in bad habits. It’s easier to coach and train someone with theright attitude, than to change the attitude of someone who’s got the rightqualifications.Culture FitSo you’ve found the perfect person…. but are they culturally aligned with yourorganisation? The perfect employee can be destructive if his values andethics do not match those of your organisation. Further negative impacts candevelop if his personality is likely to clash with his colleagues.Likewise, if your corporate culture is not suited to the candidate, even he willfind it demoralising. It’s almost impossible to become an engaged employee ifyour behaviours are out of sync with those of the organisation.A good test is to walk the candidate around your workplace and observe hisreactions to what’s around him. This will give you (and him) a good indicationas to whether you’re suitable for each other. You may also like to incorporateWebsite: © James Adonis, 2005Email: james@jamesadonis.comPhone: + 61 2 9331 2465 Fax: + 61 2 9331 3945 Mobile: + 61 402 334 987
  7. 7. James Adonis 6questions during the interview that relate to his values to see if they’re alignedwith the organisation’s culture.ExpectationsUpon recruiting the right employee, be clear on your expectations, andgenerally the position description is a good starting point for this discussion.Outline in detail the behaviours you expect, the values and ethics you’d likehim to uphold, the performance indicators he’s required to meet, how he goesabout 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 IntelligenceEmotional intelligence is someone’s ability to understand and influence theirown and others’ emotions. Managers that possess emotional intelligence areable to use this to their advantage by relating and connecting with theiremployees.Whilst emotional intelligence isn’t a necessary attribute to look for whenrecruiting for front-line employees, it is absolutely essential if you’re recruitingfor leaders who’ll be managing people. If you’re a manager of managers,promote and recruit managers that display a healthy level of emotionalintelligence so that you know they’ll respond to your employees with a solidunderstanding of how their words and actions will impact each employee.Website: © James Adonis, 2005Email: james@jamesadonis.comPhone: + 61 2 9331 2465 Fax: + 61 2 9331 3945 Mobile: + 61 402 334 987
  8. 8. James Adonis 7SupportThe second element of the engagement journey is support. This is importantat all stages of an employee’s career but it is especially critical every time anemployee gets a new job. The best managers acknowledge that providingtheir team members with a strong support network is one of the primary waysof developing high levels of employee engagement. Without it, employeescan feel disillusioned and neglected. There are a multitude of techniques thatyou’re able to incorporate into your work practices that will enhance thestrength of the support you provide your employees. The main ones are listedbelow.TrainingAn induction training program is crucial for all new employees. This programshould include a tour of the workplace’s facilities, the organisation’s goals andmission, and procedures. A solid induction program will make the transitioninto your organisation much easier for the new employee.A professional induction also creates a good first impression. A creative andinteractive induction program will make it less daunting and will aid inknowledge retention. Even get your existing employees involved inconducting the training so that they start to build relationships with theemployees early on.Ongoing training is the key to developing a highly skilled workforce. Whetherit’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 willensure that your employees are knowledgeable. This enables them toperform better and when employees feel that they’re learning and developing,their engagement levels rise at the same time.Website: © James Adonis, 2005Email: james@jamesadonis.comPhone: + 61 2 9331 2465 Fax: + 61 2 9331 3945 Mobile: + 61 402 334 987
  9. 9. James Adonis 8ResourcesEngaged employees have managers that make sure they have the resourcesthey need to be able to perform in their roles. These resources includestationery such as pens and writing pads; manuals, particularly in regards totroubleshooting, product information, and process maps; and access toreliable and user-friendly systems, for example, computers and log ons.Providing your employees with the resources they need aids employeeengagement. For example, it takes away the stress they face when they haveto constantly look for stationery, and it also alleviates the feeling ofhelplessness when they’re trying to source information or access a particularcomputer system.FeedbackFeedback can be provided formally and informally, but importantly, it must beprovided regularly. Provide both positive and constructive feedback so thatit’s balanced, and focus on the employee’s behaviours and not on him as aperson. How you give feedback can drastically undo a lot of great employeeengagement 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 areasyou need to improve. Ask for this feedback in face-to-face meetings as wellas via anonymous staff surveys. Then take action to correct the areas fordevelopment so that your employees see that you’ve taken their feedback onboard. The best feedback you could ever receive on how your employeeengagement strategies are progressing is by seeking feedback directly fromyour employees.Website: © James Adonis, 2005Email: james@jamesadonis.comPhone: + 61 2 9331 2465 Fax: + 61 2 9331 3945 Mobile: + 61 402 334 987
  10. 10. James Adonis 9Rewards and RecognitionManagers are usually good at providing rewards but they often forget aboutthe importance of recognition, which in many instances is more meaningfulto the employee. Simple gestures such as “thank you”, “well done”, or visiblepraise to an employee’s peers and senior managers will go further thanstandard rewards such as movie tickets and gift vouchers.This doesn’t mean that we should relax the amount of rewards we provide ouremployees. It’s imperative that these continue but that the right behavioursare rewarded consistently. Provide rewards not only for your employees’accomplishments, but also for significant improvements they make, ‘personalbests’ they achieve, and any other actions that result in a positive result forthe organisation.Pay and BenefitsEmployees will never be totally satisfied with their salary. In employeeengagement surveys, you will always see salary satisfaction rate poorly,despite how competitive an organisation’s salary schemes may be. So thenhow do you improve this area? It all comes down to the delivery of the payreview. Try the following techniques when delivering a pay review and seehow 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.Website: © James Adonis, 2005Email: james@jamesadonis.comPhone: + 61 2 9331 2465 Fax: + 61 2 9331 3945 Mobile: + 61 402 334 987
  11. 11. James Adonis 10 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 youremployees. These can include discounts with various retailers andmanufacturers, such as banking institutions, computer companies, associationmemberships, magazine subscriptions, etc. These are attractive incentiveswhich can help propel your organisation as an employer of choice.CommunicationTransparency 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 comeacross any information that your employees may find useful or which mayhelp them perform better in their roles, pass it on. Such a constant flow ofcommunication increases the trust between you and your employees; it alsomakes them feel as though they’re important, and reduces the chances ofthem not knowing what’s going on.The most engaging form of communication is via face-to-face channels, souse this method as often as you can. Resort to impersonal forms ofcommunication, such as e-mails, in times when it’s not possible for you tocommunicate face-to-face or over the phone. So long as the channels ofcommunication are always open and working, your employees will be kept inthe loop and consequently engaged.Website: © James Adonis, 2005Email: james@jamesadonis.comPhone: + 61 2 9331 2465 Fax: + 61 2 9331 3945 Mobile: + 61 402 334 987
  12. 12. James Adonis 11Work/life BalanceEmployers who encourage a work/life balance for their employeesacknowledge that an employee having a fulfilled personal life is just asimportant as being fulfilled at work. They’re generally flexible with theiremployees’ hours and days of work to accommodate their employees’personal commitments, such as family, study, well-being, etc. Employers areincreasingly embracing work/life cultures because they can see the benefits tothe business in terms of employee engagement, reduced turnover, lowerabsenteeism, and greater morale.Change ManagementMost employees are highly resistant to change. So in a world where businessis changing more rapidly than ever before, employee engagement can behampered if a sound change management process is not in place.The most effective change managers involve their people every step of theway. This includes seeking their feedback during the initial idea formulationstage, 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 leastweekly) updates on how the implementation of the change is progressing.This approach will make them advocates of the change, rather thanopponents of it.Intrinsic MotivationIntrinsic motivation is when you do something just because it feels good, suchas a hobby. If a manager can make a job intrinsically motivating for anemployee, the chances of that employee being strongly engaged increaseWebsite: © James Adonis, 2005Email: james@jamesadonis.comPhone: + 61 2 9331 2465 Fax: + 61 2 9331 3945 Mobile: + 61 402 334 987
  13. 13. James Adonis 12dramatically. To find out precisely what it is that intrinsically motivates youremployees, simply ask them.Most managers use extrinsic motivation to get the best out of theiremployees. Extrinsic motivation refers to incentives such as pay increases,bonuses, rewards, etc. These are short-term solutions that don’t have alasting effect on employee engagement. No amount of extrinsic motivationaltechniques can replicate the enjoyment employees get from truly loving whatthey do. Naturally, this has definite flow-on benefits to the organisation.Website: © James Adonis, 2005Email: james@jamesadonis.comPhone: + 61 2 9331 2465 Fax: + 61 2 9331 3945 Mobile: + 61 402 334 987
  14. 14. James Adonis 13RelationshipsStrong relationships are absolutely essential when creating an engaged team.Employees are usually more inclined to work harder and go the extra mile ifthey have a great relationship with their manager. However, there are a raft ofrelationships, all of which need to be nurtured, if a team is to be truly engaged.These include solid relationships with their peers, other departments, andeven with the organisation itself. These are outlined below in more detail.ManagersThis is the most important relationship of all – the one between the employeeand his manager. Try to build relationships with your team members thatextend beyond conversations that are work-related. Take an active interest intheir 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 muchas possible by sitting with the team or by spending time with them.Whilst direct managers have the greatest influence on an employee’sengagement 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, askfor and respond to feedback, and communicate regularly with employees,then engagement levels will increase.PeersIf your employees have colleagues with whom they get along, it’s likely they’llenjoy coming to work and their engagement levels will subsequently rise.Think about the team you have now. Do your employees have at least oneclose friend within the team? This is a good indicator of team cohesion. AWebsite: © James Adonis, 2005Email: james@jamesadonis.comPhone: + 61 2 9331 2465 Fax: + 61 2 9331 3945 Mobile: + 61 402 334 987
  15. 15. James Adonis 14network of employees will work more efficiently, positively, and with fewerclashes if there is cohesiveness within the team.Foster an environment where your employees are able to build suchrelationships with each other. Consider using team building activities,encourage a significant amount of interaction amongst your employees, andorganise events outside of work where your employees can socialise andconnect.Other departments also play a part in your employees’ engagement in asimilar way. If your employees have built close relationships with otherdepartments, they’ll spend less time talking negatively about each other.Organise events where your employees can get to know employees fromthese areas. For example, organise cross-departmental team meetings,social events, etc.Another factor that determines how employees develop relationships with theirpeers is via the quality of their peers’ work. For example, if one employee isworking hard and producing work of exceptional quality, but the secondemployee is slacking off and producing below-average work results, the firstemployee will become less engaged. For this reason, be quick to recogniseemployees who aren’t performing at the required level, and take action toimprove their performance.OrganisationMany managers are surprised to learn that an employee’s relationship withthe organisation is a significant contributor to how engaged he’ll be in theworkplace. In fact, the organisation’s role is huge with many factorsinfluencing the employee’s perception of the organisation. Listed below arethe major determinant aspects of an organisation which have an effect onengagement:Website: © James Adonis, 2005Email: james@jamesadonis.comPhone: + 61 2 9331 2465 Fax: + 61 2 9331 3945 Mobile: + 61 402 334 987
  16. 16. James Adonis 15 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.Website: © James Adonis, 2005Email: james@jamesadonis.comPhone: + 61 2 9331 2465 Fax: + 61 2 9331 3945 Mobile: + 61 402 334 987
  17. 17. James Adonis 16 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.Website: © James Adonis, 2005Email: james@jamesadonis.comPhone: + 61 2 9331 2465 Fax: + 61 2 9331 3945 Mobile: + 61 402 334 987
  18. 18. James Adonis 17OpportunitiesThe final element of the employee engagement journey is the creation ofopportunities. It’s the final element because each employee needs to first gothrough the recruitment process, the support phase, and the building ofrelationships, before sound opportunities can present themselves.Opportunities don’t always need to be focused on career advancement. Infact, most times they’re not. There are other ways of creating an environmentwhere opportunities for your employees abound, and while opportunitiescontinue to present themselves, your employees will remain engaged. Hereare a few tried and tested ways of doing this:Job VarietyThe actual work that employees do and the tasks they complete play a pivotalrole in their levels of engagement. In many industries, there are a significantnumber of jobs that are monotonous, such as call centres and administrativepositions. In roles like these, it’s important to add as much variety aspossible. If the amount of variety has been exhausted, communicate to youremployees the importance and significance of their roles to the organisation.Understanding how their jobs provide a substantial benefit will go some way inhelping them develop an appreciation for what they do.When creating new positions, try to make them as interesting as possible. Ifafter reading a position description you feel that it’s boring, rather thanaccepting it as it is, find some way of adding variety that will make it moremeaningful to the employee and beneficial to the organisation.Website: © James Adonis, 2005Email: james@jamesadonis.comPhone: + 61 2 9331 2465 Fax: + 61 2 9331 3945 Mobile: + 61 402 334 987
  19. 19. James Adonis 18DevelopmentEmployees with the potential to be engaged need to be constantly learningand improving, which is why their continual development is so important.Regular coaching sessions, feedback, goal-setting, and training will makecertain that this occurs.Even experienced employees who have advanced skills need to becontinually developed in some way. Setting stretch goals, providing them withadditional responsibilities and presenting new experiences (such as time in adifferent department or job), are ways of preventing them from becoming staleand disengaged.InvolvementEmployees 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 bedisengaged. When leaders hold secret meetings visibly and don’tcommunicate to their employees about what happened in the meeting, theemployees make the assumption that their leaders are hiding something. Thisis not a healthy environment to work in. Instead, communicate the outcome ofmeetings to your employees, let them know what’s going on, and even seektheir input.Involve your employees in meetings where decisions are made, that waythey’re able to contribute their own ideas and thoughts. Often some of thebest suggestions come from front-line employees. Employees need to feel asthough they’re able to influence decisions within the organisation. Even iffinal decisions are made by the leadership team, it’s important that theemployees’ feedback is taken on board, and if not put into practice,explanations should be provided to the employees out of courtesy.Website: © James Adonis, 2005Email: james@jamesadonis.comPhone: + 61 2 9331 2465 Fax: + 61 2 9331 3945 Mobile: + 61 402 334 987
  20. 20. James Adonis 19EmpowermentIn addition to significantly enhancing employee engagement, empowermentfrees up a manager’s time to focus on other aspects of her role. So how doyou go about empowering your employees?Decision-making is the key. Push decisions down. Let your employeesdecide on which course of action to take, even if it happens to be the wrongone. Some of the best learning experiences are those we learn by mistake.Pass ownership of certain tasks to your team members but have qualityassurance measures in place to ensure the highest of standards. Thispromotes ownership, and ownership engages your employees because theydon’t feel as if they need to constantly check with you for your approval.Career ProgressionCareer development doesn’t need to be limited to vertical progression.Horizontal moves into other departments can be just as rewarding to anemployee. The important thing is to spend time gaining an understanding ofyour employees’ career goals and then formulating a detailed career actionplan to help them get there.Have regular career discussions (at least monthly) with your employees tomake sure that you’re on track and provide them with the tools they need tobe able to move on to bigger and better things. Let them know that you’reavailable to help them get to where they want to be. Perhaps organise sometime for them to shadow someone who’s doing the role they aspire to, andprovide them with additional responsibilities that pertain to that role.Such a focus on career progression scares some managers as they believethey’d lose people quickly. In fact, the opposite is true. When youremployees know that you’re looking out for their best interests, they’ll stayWebsite: © James Adonis, 2005Email: james@jamesadonis.comPhone: + 61 2 9331 2465 Fax: + 61 2 9331 3945 Mobile: + 61 402 334 987
  21. 21. James Adonis 20with you for a longer period than first planned because they’d be happywaiting for the perfect job to arrive rather than leave for a job they think is lessthan perfect.MentoringMentoring within organisations provides opportunities for the protégés that aretaking part in a mentoring program. Opportunities are created in terms ofnetworking contacts and potential job openings. In addition, the coaching andguidance the protégés receive from their mentors provides them with the skillsand industry awareness that will create opportunities down the track.A great mentor is someone who has already achieved significant success in aparticular field. It’s best for the mentor to be approachable, open to sharingher learning experiences, a sound communicator, honest, a good motivator,and importantly, must be willing to spend about one or two hours each monthwith her protégé.Networking“It’s not what you know, it’s who you know”. How many times have you heardthat? To a certain extent, it’s true. There’s a greater chance your employeeswill progress further in their careers if they’re provided with opportunities tobuild relationships with people from other departments – and even with peoplefrom other organisations.For this reason, send your team members to industry functions, breakfasts,seminars, and workshops. Get them involved in meetings where managersfrom other departments are present. Do what you can to expose them to theright people in the right places.Website: © James Adonis, 2005Email: james@jamesadonis.comPhone: + 61 2 9331 2465 Fax: + 61 2 9331 3945 Mobile: + 61 402 334 987
  22. 22. James Adonis 21ConclusionThe purpose of this e-book was to provide you with a framework to begin youremployee engagement journey. There are significantly greater complexitiesand more detail associated with creating an engaged team than what hasbeen outlined in this e-book. To assist you on this journey, we have a varietyof services that are designed to revolutionise employee engagement withinyour team. These include:Professional Keynote Speaking: James Adonis can motivate your leadersto embrace his proven employee engagement principles. His presentationswill inform and entertain your leaders so that they’re equipped with what theyneed to start making positive changes in your workplace.Consulting: Whether it’s for a short-term or long-term period, James will getinvolved within your business, driving your employee engagement higher andhigher. Results are guaranteed.Corporate Workshops: Our tailored workshops are designed to reflect yourorganisation’s challenges and opportunities. By the end of the program, yourleaders will have a thorough understanding of how to apply the employeeengagement 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 provideyou with workable solutions that can be implemented easily for an immediateand long-lasting effect.Book: “Love Your Team: How to Halve Your Employee Turnover in LessThan 90 Days”, is the first book to be written by James Adonis. It containsliterally hundreds of ways to attract, engage, motivate, and retain youremployees. It’s the kind of book every manager should have on their desk.Website: © James Adonis, 2005Email: james@jamesadonis.comPhone: + 61 2 9331 2465 Fax: + 61 2 9331 3945 Mobile: + 61 402 334 987
  23. 23. James Adonis 22DisclaimerWhilst everything contained in this e-book has been proven to work, certainparts of it may not be applicable to your organisation. Therefore, werecommend that you seek professional advice before embarking on thesuggestions contained within this e-book. The extended services provided byJames Adonis are an ideal way of achieving this.More information on our range of services can be found © James Adonis, 2005Email: james@jamesadonis.comPhone: + 61 2 9331 2465 Fax: + 61 2 9331 3945 Mobile: + 61 402 334 987