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Employee Engagement
Marlon Manalo, LPT
“Alexander the Great”
Alexander III of Macedon
(July 356 BC – June 323 BC)
• Conquering the mighty Persian empire
and othe...
what is employee engagement?
• An engaged workforce produces better business results,
does not hop jobs and more importantly is an ambassador of
the or...
Abraham Maslow (1908-1970)
• Father of humanistic psychology
• Creator of Maslow Hierarchy of Needs
SELF-
ACTUALIZATION
SELF-ESTEEM
LOVE
SAFETY
PHYSIOLOGICAL
required for human survival: food, water, medicine, sleep, shelt...
SELF-
ACTUALIZATION
SELF-ESTEEM
LOVE
SAFETY
PHYSIOLOGICAL
SELF-
ACTUALIZATION
IMPORTANCE
BELONGING
SECURITY
SURVIVAL
Appli...
SELF-
ACTUALIZATION
IMPORTANCE
BELONGING
SECURITY
SURVIVAL
MOTIVATIONS
HIGHLY ENGAGED
ENGAGED
ALMOST ENGAGED
NOT ENGAGED
D...
SELF-
ACTUALIZATION
IMPORTANCE
BELONGING
SECURITY
SURVIVAL
MOTIVATIONS
HIGHLY ENGAGED
ENGAGED
ALMOST ENGAGED
NOT ENGAGED
D...
• I’m here for the money
• I’m leaving when I can
• I’m not satisfied with my job.
SELF-
ACTUALIZATION
IMPORTANCE
BELONGIN...
SURVIVAL
DISENGAGED
• I’m here for the money
• I’m leaving when I can
• I’m not satisfied with my job.
SELF-
ACTUALIZATION
IMPORTANCE
BELONGIN...
• I’m here for the money
• I’m leaving when I can
• I’m not satisfied with my job.
• I read job ads
• I have poor working ...
SECURITY
NOT ENGAGED
• I’m here for the money
• I’m leaving when I can
• I’m not satisfied with my job.
• I read job ads
• I have poor working ...
• I’m here for the money
• I’m leaving when I can
• I’m not satisfied with my job.
• I read job ads
• I have poor working ...
BELONGING
ALMOST ENGAGED
• I’m here for the money
• I’m leaving when I can
• I’m not satisfied with my job.
• I read job ads
• I have poor working ...
• I’m here for the money
• I’m leaving when I can
• I’m not satisfied with my job.
• I read job ads
• I have poor working ...
IMPORTANCE
ENGAGED
• I’m here for the money
• I’m leaving when I can
• I’m not satisfied with my job.
• I read job ads
• I have poor working ...
• I’m here for the money
• I’m leaving when I can
• I’m not satisfied with my job.
• I read job ads
• I have poor working ...
SELF-ACTUALIZATION
HIGHLY ENGAGED
• I’m here for the money
• I’m leaving when I can
• I’m not satisfied with my job.
• I read job ads
• I have poor working ...
• I’m here for the money
• I’m leaving when I can
• I’m not satisfied with my job.
• I read job ads
• I have poor working ...
SELF-
ACTUALIZATION
SELF-ESTEEM
LOVE
SAFETY
PHYSIOLOGICAL
SELF-
ACTUALIZATION
IMPORTANCE
BELONGING
SECURITY
SURVIVAL
Appli...
EMPOWER
RECOGNIZE
INCLUDE
PAY
PAY
SELF-
ACTUALIZATION
IMPORTANCE
BELONGING
SECURITY
SURVIVAL
Response of the Organization ...
BENEFITS OF AN ENGAGED
WORKFORCE
An engaged workforce form an emotional
connect with the organization that helps
them:
•Go the extra mile to achieve
indivi...
COST OF DISENGAGED WORKFORCE
Work
Co-Workers
Customers
Productivity
Company Performance
Personal Life of Employee
Effects on:
Work
Co-Workers
Customers
Productivity
Company Performance
Personal Life of Employee
• The disengaged employee
tries to ev...
Work
Co-Workers
Customers
Productivity
Company Performance
Personal Life of Employee
• The negativity of a
disengaged empl...
Work
Co-Workers
Customers
Productivity
Company Performance
Personal Life of Employee
• Every employee, whether
an organiza...
Work
Co-Workers
Customers
Productivity
Company Performance
Personal Life of Employee
• Disengaged employees
seldom push th...
Work
Co-Workers
Customers
Productivity
Company Performance
Personal Life of Employee
• In the corporate world, time
is mon...
Work
Co-Workers
Customers
Productivity
Company Performance
Personal Life of Employee
• A disengaged employee is
seldom abl...
Work
Co-Workers
Customers
Productivity
Company Performance
Personal Life of Employee
Effects on:
ELEMENTS OF EMPLOYEE
ENGAGEMENT
Employee
Engagement
Commitment
Motivation
Trust
Loyalty
• Commitment means the degree to which individuals associate
themselves with the job, the responsibilities and the organiz...
• Up till recently it was believed that the biggest motivation is
achievement. The reverse is also true, which means achie...
• Employees who are actively engaged in their work show more loyalty
towards the organization. The best part is that they ...
• High levels of employee engagement can be fostered only when trust
prevails in the organization from both the sides. As ...
CHARACTERISTICS OF ENGAGED
WORKFORCE
Mutual Trust
Job Satisfaction
Credible Leadership
Focused and keen to
take up challenges
Better Performance
Problem Solving Attitude
3Csof Employee Engagement
AREER
OMPETENCE
ARE
3Cs of Employee Engagement
3Cs of Employee Engagement
AREE
R
3Cs of Employee Engagement
OMPETENC
E
3Cs of Employee Engagement
ARE
EMPLOYEE ENGAGEMENT KEY
PLAYERS
KeyPlayersinEnhancing
EmployeeEngagement
Immediate Supervisors and
Managers
Human Resource Department
Senior Leadership or...
KeyPlayersinEnhancing
EmployeeEngagement Immediate Supervisors and
Managers
Lying on the bottom of the pyramid, immediate
...
KeyPlayersinEnhancing
EmployeeEngagement
Human Resource Department
Human Resource Department works on the data
collected b...
KeyPlayersinEnhancing
EmployeeEngagement Senior Leadership or Top
Management
They review the entire report and the process...
EMPLOYEE ENGAGEMENT
STRATEGIES
1
2
3
4
5
Manage
Communication
Providing Proper
Communication
Channels
Unify the
Experiences
Evolving
Through Open
Communi...
1
2
3
4
5
Manage
Communication
Providing Proper
Communication
Channels
Unify the
Experiences
Evolving
Through Open
Communi...
1
2
3
4
5
Manage
Communication
Providing Proper
Communication
Channels
Unify the
Experiences
Evolving
Through Open
Communi...
1
2
3
4
5
Manage
Communication
Providing Proper
Communication
Channels
Unify the
Experiences
Evolving
Through Open
Communi...
1
2
3
4
5
Manage
Communication
Providing Proper
Communication
Channels
Unify the
Experiences
Evolving
Through Open
Communi...
1
2
3
4
5
Manage
Communication
Providing Proper
Communication
Channels
Unify the
Experiences
Evolving
Through Open
Communi...
1
2
3
4
5
Manage
Communication
Providing Proper
Communication
Channels
Unify the
Experiences
Evolving
Through Open
Communi...
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Employee Engagement

Organizations have come to realize that in today’s constantly changing business scenario, the most valuable resource that needs to be leveraged is human resource. This means not just attracting the crème-de-la-crème and retaining them but keeping them motivated and committed to achieving the organization goals.

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Employee Engagement

  1. 1. Employee Engagement Marlon Manalo, LPT
  2. 2. “Alexander the Great” Alexander III of Macedon (July 356 BC – June 323 BC) • Conquering the mighty Persian empire and others and thus creating one of the largest empires ever • He was King of all Greek nations, Shah of Persia, Pharaoh of Egypt and ruler of many more lands • He founded multiple cities and named them after himself (most famously Alexandria in Egypt) • He solidified the economy of the vast lands by creating a single currency.
  3. 3. what is employee engagement?
  4. 4. • An engaged workforce produces better business results, does not hop jobs and more importantly is an ambassador of the organization at all points of time. • This engagement is achieved when people consider their organization respects their work, their work contributes to the organization goals and more importantly their personal aspirations of growth, rewards and pay are met.
  5. 5. Abraham Maslow (1908-1970) • Father of humanistic psychology • Creator of Maslow Hierarchy of Needs
  6. 6. SELF- ACTUALIZATION SELF-ESTEEM LOVE SAFETY PHYSIOLOGICAL required for human survival: food, water, medicine, sleep, shelter, etc. security of: body, employment, resources, family, health, property family, friendship, sexual intimacy confidence, achievements, respect of others, respect by others morality, creativity, spontaneity, problem solving, lack prejudice, acceptance of facts MASLOW HIERARCHY OF NEEDS
  7. 7. SELF- ACTUALIZATION SELF-ESTEEM LOVE SAFETY PHYSIOLOGICAL SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL Applied to Human Needs Applied to Employee Engagement MASLOW HIERARCHY OF NEEDS
  8. 8. SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
  9. 9. SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
  10. 10. • I’m here for the money • I’m leaving when I can • I’m not satisfied with my job. SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
  11. 11. SURVIVAL DISENGAGED
  12. 12. • I’m here for the money • I’m leaving when I can • I’m not satisfied with my job. SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
  13. 13. • I’m here for the money • I’m leaving when I can • I’m not satisfied with my job. • I read job ads • I have poor working conditions • I don’t like my supervisor nor my team. SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
  14. 14. SECURITY NOT ENGAGED
  15. 15. • I’m here for the money • I’m leaving when I can • I’m not satisfied with my job. • I read job ads • I have poor working conditions • I don’t like my supervisor nor my team. SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
  16. 16. • I’m here for the money • I’m leaving when I can • I’m not satisfied with my job. • I read job ads • I have poor working conditions • I don’t like my supervisor nor my team. • I know I am part of something bigger • I might leave if I’m tempted • I’m proud to work here but I wouldn’t tell anyone. SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
  17. 17. BELONGING ALMOST ENGAGED
  18. 18. • I’m here for the money • I’m leaving when I can • I’m not satisfied with my job. • I read job ads • I have poor working conditions • I don’t like my supervisor nor my team. • I know I am part of something bigger • I might leave if I’m tempted • I’m proud to work here but I wouldn’t tell anyone. SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
  19. 19. • I’m here for the money • I’m leaving when I can • I’m not satisfied with my job. • I read job ads • I have poor working conditions • I don’t like my supervisor nor my team. • I know I am part of something bigger • I might leave if I’m tempted • I’m proud to work here but I wouldn’t tell anyone. • I’m a vital part of the institution • I feel important at work • I’m an achiever SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
  20. 20. IMPORTANCE ENGAGED
  21. 21. • I’m here for the money • I’m leaving when I can • I’m not satisfied with my job. • I read job ads • I have poor working conditions • I don’t like my supervisor nor my team. • I know I am part of something bigger • I might leave if I’m tempted • I’m proud to work here but I wouldn’t tell anyone. • I’m a vital part of the institution • I feel important at work • I’m an achiever SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
  22. 22. • I’m here for the money • I’m leaving when I can • I’m not satisfied with my job. • I read job ads • I have poor working conditions • I don’t like my supervisor nor my team. • I know I am part of something bigger • I might leave if I’m tempted • I’m proud to work here but I wouldn’t tell anyone. • I’m a vital part of the institution • I feel important at work • I’m an achiever • I love to work here and to help others • I inspire others to do their best • I’m a high flyer SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
  23. 23. SELF-ACTUALIZATION HIGHLY ENGAGED
  24. 24. • I’m here for the money • I’m leaving when I can • I’m not satisfied with my job. • I read job ads • I have poor working conditions • I don’t like my supervisor nor my team. • I know I am part of something bigger • I might leave if I’m tempted • I’m proud to work here but I wouldn’t tell anyone. • I’m a vital part of the institution • I feel important at work • I’m an achiever • I love to work here and to help others • I inspire others to do their best • I’m a high flyer SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
  25. 25. • I’m here for the money • I’m leaving when I can • I’m not satisfied with my job. • I read job ads • I have poor working conditions • I don’t like my supervisor nor my team. • I know I am part of something bigger • I might leave if I’m tempted • I’m proud to work here but I wouldn’t tell anyone. • I’m a vital part of the institution • I feel important at work • I’m an achiever • I love to work here and to help others • I inspire others to do their best • I’m a high flyer SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
  26. 26. SELF- ACTUALIZATION SELF-ESTEEM LOVE SAFETY PHYSIOLOGICAL SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL Applied to Human Needs Applied to Employee Engagement MASLOW HIERARCHY OF NEEDS
  27. 27. EMPOWER RECOGNIZE INCLUDE PAY PAY SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL Response of the Organization Applied to Employee Engagement MASLOW HIERARCHY OF NEEDS
  28. 28. BENEFITS OF AN ENGAGED WORKFORCE
  29. 29. An engaged workforce form an emotional connect with the organization that helps them: •Go the extra mile to achieve individual and company success •Innovate at workplace •Attract customers and employees •Become evangelists of the company, its product and processes •Infuse energy and positivity at workplace.
  30. 30. COST OF DISENGAGED WORKFORCE
  31. 31. Work Co-Workers Customers Productivity Company Performance Personal Life of Employee Effects on:
  32. 32. Work Co-Workers Customers Productivity Company Performance Personal Life of Employee • The disengaged employee tries to evade work, struggles to meet deadlines and is reluctant to accept additional responsibility. Effects on:
  33. 33. Work Co-Workers Customers Productivity Company Performance Personal Life of Employee • The negativity of a disengaged employee, demonstrated either through raves and rants or complete withdrawal from participation, affects the team morale. After all who has not heard of the proverb - one bad apple can spoil the whole bunch. Effects on:
  34. 34. Work Co-Workers Customers Productivity Company Performance Personal Life of Employee • Every employee, whether an organization likes it or not, becomes its ambassador. And a disengaged employee either by actively de-selling the organization, or by complete apathy towards their work, product, process, organization help create disengaged customers. Effects on:
  35. 35. Work Co-Workers Customers Productivity Company Performance Personal Life of Employee • Disengaged employees seldom push themselves to meet organizational goals let alone contribute to innovative practices at workplace. Since, they do not believe that their work contributes to the organization; they evade completing tasks thereby affecting team productivity. Effects on:
  36. 36. Work Co-Workers Customers Productivity Company Performance Personal Life of Employee • In the corporate world, time is money and organizations must innovate to stay relevant. A disengaged workforce by virtue of delayed completion of tasks and inability to improvise and innovate cost the company dollars which ultimately affects bottom line. Effects on:
  37. 37. Work Co-Workers Customers Productivity Company Performance Personal Life of Employee • A disengaged employee is seldom able to shake off the lethargy and perform in the current organization or land a job of preference. This leads to pent up frustration which may ultimately affect his personal and family life. Effects on:
  38. 38. Work Co-Workers Customers Productivity Company Performance Personal Life of Employee Effects on:
  39. 39. ELEMENTS OF EMPLOYEE ENGAGEMENT
  40. 40. Employee Engagement Commitment Motivation Trust Loyalty
  41. 41. • Commitment means the degree to which individuals associate themselves with the job, the responsibilities and the organizational objectives. • Engaged employees are those who are fascinated by their work and committed to face every challenge to attain their goals. • They are dependable and highly productive and therefore, are accountable for what they do. Commitment
  42. 42. • Up till recently it was believed that the biggest motivation is achievement. The reverse is also true, which means achievement results in more motivation. If employees put in their 100 percent efforts to take their organization to the next level, this attained status motivates them more than anything. • Proper rewards and recognitions can further motivate them to achieve more and more for their organization. Motivation and achievement go hand in hand and act as the burning fuels for the success of any organization. Motivation
  43. 43. • Employees who are actively engaged in their work show more loyalty towards the organization. The best part is that they need less focus and attention of managers to perform their task as they themselves feel accountable for their job responsibilities and results attained. However, it doesn’t take much time for actively engaged employees to turn into disengaged employees if the organization doesn’t have a well established reward system. Recognition is a basic necessity of individuals to remain steered up towards their job. Loyalty
  44. 44. • High levels of employee engagement can be fostered only when trust prevails in the organization from both the sides. As they share strong emotional bond with the organization, the latter should also show trust in their abilities. • Employees must be given autonomy to perform their tasks their way. They should not be restricted to a specific rules and regulations and therefore, should be motivated to experiment to perform their task in a different and innovative manner. Trust
  45. 45. CHARACTERISTICS OF ENGAGED WORKFORCE
  46. 46. Mutual Trust
  47. 47. Job Satisfaction
  48. 48. Credible Leadership
  49. 49. Focused and keen to take up challenges
  50. 50. Better Performance
  51. 51. Problem Solving Attitude
  52. 52. 3Csof Employee Engagement
  53. 53. AREER OMPETENCE ARE 3Cs of Employee Engagement
  54. 54. 3Cs of Employee Engagement AREE R
  55. 55. 3Cs of Employee Engagement OMPETENC E
  56. 56. 3Cs of Employee Engagement ARE
  57. 57. EMPLOYEE ENGAGEMENT KEY PLAYERS
  58. 58. KeyPlayersinEnhancing EmployeeEngagement Immediate Supervisors and Managers Human Resource Department Senior Leadership or Top Management
  59. 59. KeyPlayersinEnhancing EmployeeEngagement Immediate Supervisors and Managers Lying on the bottom of the pyramid, immediate supervisors and managers play the most important role in enhancing the levels of employees. As they spend more time with them as compared to the HR people and senior leadership, they can easily determine their actions and find out what will keep them motivated.
  60. 60. KeyPlayersinEnhancing EmployeeEngagement Human Resource Department Human Resource Department works on the data collected by the managers and determine the trend among the employees. They identify the most common factors that decrease the engagement levels among employees and the most common opportunities that can enhance it.
  61. 61. KeyPlayersinEnhancing EmployeeEngagement Senior Leadership or Top Management They review the entire report and the process designed by the HRD or a management consulting firm to enhance the employee engagement levels. They support the process by deciding the priorities and making investments.
  62. 62. EMPLOYEE ENGAGEMENT STRATEGIES
  63. 63. 1 2 3 4 5 Manage Communication Providing Proper Communication Channels Unify the Experiences Evolving Through Open Communication Enabling Conversation Fluidity
  64. 64. 1 2 3 4 5 Manage Communication Providing Proper Communication Channels Unify the Experiences Evolving Through Open Communication Enabling Conversation Fluidity
  65. 65. 1 2 3 4 5 Manage Communication Providing Proper Communication Channels Unify the Experiences Evolving Through Open Communication Enabling Conversation Fluidity Conduct an employee engagement survey in order to find the factors responsible for engaging and disengaging employees. Unify the common experiences and problems and design employee engagement strategies accordingly. Sharing of feedback in written is one way of communicating the experiences and problems. 1
  66. 66. 1 2 3 4 5 Manage Communication Providing Proper Communication Channels Unify the Experiences Evolving Through Open Communication Enabling Conversation Fluidity Open communication or face to face communication in the form of discussions can really help in bringing the various issues and identifying the main problems in the organization. It is very essential to establish a proper communication where everyone can put their views and suggest a solution too. Most of the top organizations ask for suggestions and new ideas from their employees and then offer rewards on giving the best proposal. 2
  67. 67. 1 2 3 4 5 Manage Communication Providing Proper Communication Channels Unify the Experiences Evolving Through Open Communication Enabling Conversation Fluidity Some employees are comfortable with open face- to-face communication styles whereas there are some who want to give feedbacks and suggestions in written. Discovering the best channel of communication and establishing a proper route to share feedbacks and views plays a vital role. 3
  68. 68. 1 2 3 4 5 Manage Communication Providing Proper Communication Channels Unify the Experiences Evolving Through Open Communication Enabling Conversation Fluidity Whichever way of communication you choose, ensure that it has required fluidity. There should not be any hindrance in the established method of communication. Not being able to provide feedback or share problems and experiences can lead to frustration and distress among employees. Therefore, ensure that there are no barriers to communication. This can also result in disengaging the engaged employees. 4
  69. 69. 1 2 3 4 5 Manage Communication Providing Proper Communication Channels Unify the Experiences Evolving Through Open Communication Enabling Conversation Fluidity Managing communication is the last but the most important step in the entire process. Managers should keep a check on the entire process in order to ensure that it is not adversely affecting the health of the organization. They must make sure that it serves the desired purpose and is not being used negatively. 5

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