The document discusses the importance of staff engagement and its impact on organizational success, emphasizing that engaged employees lead to higher productivity and lower turnover. It identifies barriers to engagement, such as inconsistent management, lack of communication, and poor work-life balance, while proposing strategies for improvement, including fostering two-way communications and prioritizing staff well-being. Additionally, it highlights key elements that contribute to positive workplace outcomes and offers resources for further reading.

1. The views expressed in this presentation are the views of the author/s and do not necessarily reflect the views or policies of the Asian
Development Bank, or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included
in this presentation and accepts no responsibility for any consequence of their use. The countries listed in this presentation do not imply any
view on ADB's part as to sovereignty or independent status or necessarily conform to ADB's terminology.
Driving Staff Engagement
Olivier Serrat
2014

2. Coming of Age
A committed and willing workforce brings
substantial benefits: lest we forget,
organizations are communities, the members
of which want worthwhile jobs that inspire
them. However, formal relationships cannot
by themselves be expected to conduce these
entirely: implicit employer–employee
exchanges matter. Belatedly, we concede
that perceptions of an organization's rules,
ethos, and capabilities, not just the
experience staff have of human resource
practices, drive levels of effort and
associated degrees of job satisfaction.

3. The Dimensions of Engagement
There are four dimensions to engagement: (i)
cognitive (or intellectual)—thinking hard
about one's profession and how one might
perform it better; (ii) emotional (or
affective)—feeling good about doing a good
job; (iii) social—taking opportunities to
discuss work-related improvements with
others; and, even if literature rarely mentions
it, (iv) physical—mustering the stamina to "go
the extra mile".

4. The Benefits of Engagement
Personnel engage when they feel
appreciated and involved: this encourages
correct focus and enthusiasm about work
as well as mindful proactivity and
persistence in the conduct of it. Not
surprisingly, high levels of engagement
benefit organizations: in the absence of
barriers, outcome range widely but
include increased profitability, higher
productivity, contributions to innovation,
and lower staff turnover.

5. Barriers to Staff Engagement
Low perceptions of organizational advocacy by senior
management, which weaken or shatter trust and respect.
Inconsistent management styles on account of the attitudes of individual
managers, which lead to perceptions of unfairness.
Reactive decision making, which does not pick up
problems until it is too late.
Lack of consistency, clarity, timeliness, and fluidity in messages,
which stems from rigid communication channels or cultural norms.
Unimaginative human resource practices, which fail to recognize that certain
positions are difficult to fill or have high turnover rates: staff in these areas
are likely to disengage if no consideration is given to the need to involve
them.
Poor work–life balance caused by a culture of long working hours.

6. Driving Engagement
To drive engagement, measures can promote (i)
opportunities for upward feedback, (ii) feeling informed
about what is going on, (iii) managerial commitment to
the organization, (iv) managerial fairness in dealing with
problems, and (v) respectful treatment of employees.
However, attempts to raise engagement levels are
likely to founder if all the following building blocks
are not in place and working well: (i) good quality
first-level management; (ii) two-way
communications; (iii) effective internal cooperation;
(iv) a development focus; (v) commitment to staff
well-being; and (vi) clear, accessible human
resource policies and practices, to which managers
at all levels are committed.

7. 12 Elements of Critical Business
Outcomes
I know what is expected of me at work.
I have the materials and equipment I need to do
my work right.
At work, I have the opportunity to do what I do
best every day.
In the last 7 days, I have received recognition or
praise for doing good work.
My supervisor, or someone at work, seems to care
about me as a person.
There is someone at work who encourages my
development.

8. 12 Elements of Critical Business
Outcomes
At work, my opinions seem to count.
The purpose of my organization makes me feel my
job is important.
My associates or fellow employees are committed
to doing quality work.
I have a best friend at work.
In the last 6 months, someone at work has talked
to me about my progress.
This last year, I have had opportunities at work to
learn and grow.

9. Further Reading
• ADB. 2009. Understanding and Developing Emotional
Intelligence. Manila.
www.adb.org/publications/understanding-developing-
emotional-intelligence
• ——. 2009. Building Trust in the Workplace. Manila.
www.adb.org/publications/building-trust-in-the-workplace
• ——. 2009. Harnessing Creativity and Innovation in the
Workplace. Manila. www.adb.org/publications/harnessing-
creativity-and-innovation-in-the-workplace
• ——. 2009. Leading in the Workplace. Manila.
www.adb.org/publications/leading-in-the-workplace

10. Further Reading
• ADB. 2009. Exercising Servant Leadership. Manila.
www.adb.org/publications/exercising-servant-leadership
• ——. 2009. Distributing Leadership. Manila.
www.adb.org/publications/distributing-leadership
• ——. 2010. New-Age Branding and the Public Sector. Manila.
www.adb.org/publications/new-age-branding-and-the-public-
sector
• ——. 2010. A Primer on Talent Management. Manila.
www.adb.org/publications/primer-on-talent-management
• ——. 2010. A Primer on Corporate Values. Manila.
www.adb.org/publications/primer-on-corporate-values

11. Further Reading
• ADB. 2010. Bridging Organizational Silos. Manila.
www.adb.org/publications/bridging-organizational-silos
• ——. 2010. A Primer on Social Neuroscience. Manila.
www.adb.org/publications/primer-on-social-neuroscience
• ——. 2010. Informal Authority in the Workplace. Manila.
www.adb.org/publications/informal-authority-in-the-
workplace
• ——. 2010. Engaging Staff in the Workplace. Manila.
www.adb.org/publications/engaging-staff-workplace

12. Videos
• ADB. 2011. Building a Knowledge-Centric Organization:
Organization, People, Knowledge, and Technology for
Learning. Manila. vimeo.com/72471320
• ——. 2012. Harvesting Knowledge. Manila.
vimeo.com/67185512
• ——. 2012. Showcasing Knowledge. Manila.
vimeo.com/67185514
• ——. 2013. Managing Knowledge in Project Environments.
Manila. vimeo.com/77666878
• ——. 2013. The Empowerment of ADB-Hosted Communities of
Practice. Manila. vimeo.com/77752558

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