Employee engagement is more than perks and surveys; it requires leadership development and facilitating employee commitment, passion, and well-being. Current engagement programs rely on outdated surveys and rewards that fail to create real change or understand engagement's impact. Leadership development is key, but managers are often not suited or trained to facilitate engagement. Skilled managers set clear expectations, provide tools for success, and recognize employees. When properly developed and integrated into all business areas using quality technology infrastructure, engagement programs boost performance, retention and growth.
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
Women in the Workplace is a comprehensive study of the state of women in corporate America published by LeanIn.Org and McKinsey & Company. Learn more at womeninthworkplace.com
Keeping it real - How authentic is your Corporate Purpose? Burson-Marsteller
Burson-Marsteller and Swiss-based IMD have been working together to research corporate purpose since 2008. This year’s study is presented in the context of the findings of Burson-Marsteller’s Corporate Perception Indicator, a global survey of public hopes and expectations of companies and their leaders.
Top HR Processes Ripe for a Social EnterpriseKangoGift
Todd Horton from KangoGift shares a few HR best practices for organizations thinking about embracing social HR tools. Presentation given as part of Monster's thought leadership webinar series.
Dispatches From The New Economy: The On-Demand Economy And The Future Of WorkIntuit Inc.
From delivery, transportation and household errands, to professional services and consulting, the on-demand economy is changing the way people consume goods and services. It is also changing the way people work. Intuit and Emergent Research forecast that the number of people working on-demand jobs will grow from 3.2 million Americans to 7.6 million by 2020. This is a once in a generation opportunity to empower the future of work and a new face of entrepreneurship.
Dispatches from the New Economy: The On-Demand Workforce provides a detailed analysis of the demographics, motivations and challenges of workers pursuing on-demand jobs. The data comes from a study from Intuit and Emergent Research that examined people working via eleven on-demand economy and online talent marketplace companies. Study participants included: Deliv, Field Nation, HourlyNerd, MBO Partners, OnForce, Uber, Upwork (formerly Elance-oDesk), Visually, Wonolo, and Work Market.
Methodology
A total of 4,622 workers who find work opportunities via the platforms provided by the participating partner companies completed an online survey between September 11 and October 1, 2015. The results were weighted to reflect the proportion of workers in each of the following segments: Drivers/Delivery, Online Talent Marketplaces and Field Service/Onsite Talent. The weights were developed using earlier survey work that sized the on-demand economy. The largest weighted share of on-demand worker respondents from any single company is 16%, with most partner companies providing less than 10% of the respondents.
El estudio Global Talent Trends 2019 de Mercer, presentado en el PAD-Escuela de Dirección, muestra las principales tendencias en gestión del talento a nivel mundial para este año. Está basado en el aporte de más de 7300 líderes de RR.HH. de todo el mundo.
Technology has given birth to the latest disruption of Human Resources. Artificial intelligence. Virtual Reality. Data analytics. The list goes on.
Embrace The Tech Disruption explores:
- The use of Artificial Intelligence
- Data analytics and the hiring process
- The impact of the tech disruption on company budgets
- Technology solutions to day-to-day HR activities
Social Data Intelligence: Integrating Social and Enterprise Data for Competit...Susan Etlinger
This report lays out a mandate for enterprise organizations to integrate social data into other enterprise data streams, or risk building a "social silo." Includes best practices, frameworks, and a social data maturity map.
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
Women in the Workplace is a comprehensive study of the state of women in corporate America published by LeanIn.Org and McKinsey & Company. Learn more at womeninthworkplace.com
Keeping it real - How authentic is your Corporate Purpose? Burson-Marsteller
Burson-Marsteller and Swiss-based IMD have been working together to research corporate purpose since 2008. This year’s study is presented in the context of the findings of Burson-Marsteller’s Corporate Perception Indicator, a global survey of public hopes and expectations of companies and their leaders.
Top HR Processes Ripe for a Social EnterpriseKangoGift
Todd Horton from KangoGift shares a few HR best practices for organizations thinking about embracing social HR tools. Presentation given as part of Monster's thought leadership webinar series.
Dispatches From The New Economy: The On-Demand Economy And The Future Of WorkIntuit Inc.
From delivery, transportation and household errands, to professional services and consulting, the on-demand economy is changing the way people consume goods and services. It is also changing the way people work. Intuit and Emergent Research forecast that the number of people working on-demand jobs will grow from 3.2 million Americans to 7.6 million by 2020. This is a once in a generation opportunity to empower the future of work and a new face of entrepreneurship.
Dispatches from the New Economy: The On-Demand Workforce provides a detailed analysis of the demographics, motivations and challenges of workers pursuing on-demand jobs. The data comes from a study from Intuit and Emergent Research that examined people working via eleven on-demand economy and online talent marketplace companies. Study participants included: Deliv, Field Nation, HourlyNerd, MBO Partners, OnForce, Uber, Upwork (formerly Elance-oDesk), Visually, Wonolo, and Work Market.
Methodology
A total of 4,622 workers who find work opportunities via the platforms provided by the participating partner companies completed an online survey between September 11 and October 1, 2015. The results were weighted to reflect the proportion of workers in each of the following segments: Drivers/Delivery, Online Talent Marketplaces and Field Service/Onsite Talent. The weights were developed using earlier survey work that sized the on-demand economy. The largest weighted share of on-demand worker respondents from any single company is 16%, with most partner companies providing less than 10% of the respondents.
El estudio Global Talent Trends 2019 de Mercer, presentado en el PAD-Escuela de Dirección, muestra las principales tendencias en gestión del talento a nivel mundial para este año. Está basado en el aporte de más de 7300 líderes de RR.HH. de todo el mundo.
Technology has given birth to the latest disruption of Human Resources. Artificial intelligence. Virtual Reality. Data analytics. The list goes on.
Embrace The Tech Disruption explores:
- The use of Artificial Intelligence
- Data analytics and the hiring process
- The impact of the tech disruption on company budgets
- Technology solutions to day-to-day HR activities
Social Data Intelligence: Integrating Social and Enterprise Data for Competit...Susan Etlinger
This report lays out a mandate for enterprise organizations to integrate social data into other enterprise data streams, or risk building a "social silo." Includes best practices, frameworks, and a social data maturity map.
The "Virtual Coaching Institute"-Pitch during Hack for Health weekend! (May 0...Cain Ransbottyn
The second edition of #HackforHealth in MIC office @ Kortrijk was big fun! After 48 hours of hacking we had to pitch our idea: ViCoins, the virtual health currency! Including a complete working prototype platform connecting to many many many API's!
The live pitch can be viewed @ youtube: https://www.youtube.com/watch?v=_XNBh-OR2A0
This report, conducted by an independent research firm and commissioned by Upwork, uses data from two surveys of U.S. hiring managers: one fielded in November 2019 prior to the COVID-19 crisis, and the other fielded during the crisis in April 2020. The surveys polled a combined 1,500 U.S. hiring managers to provide a holistic picture of workforce trends impacting business organizations. Find out how companies are building for the future.
You know your employees are the lifeblood of your company but if not properly motivated, they can end up sucking the life out of your company. Unhappy employees cost companies over half a billion dollars in lost productivity.
What if there were a formula for gauging your employees’ attitudes and a methodology for creating an energetic workplace atmosphere? While we can’t promise an overnight solution, we can give you facts and actionable tips based on national and global research to get the process in motion. All it takes from you is the desire to make the change and the commitment to transform the culture of your organization from blah to hell ya!
Change is best implemented from the top with executive support so every employee on your payroll understands the importance of the initiative. Give your employees a reason to care.
Future of Work in Investment Management: Context, Content, CultureRuss8
In the Future of Work in Investment Management, we explore the changes investment organizations and investment professionals are likely to make as they reassess the context of careers, the content of work, and the culture of organizations. We suggest that the “where, what, and how” of work are undergoing simultaneous transformations.
In the early days, people used to arrive at a career in BPO as if by accident. It’s now a more clearly defined profession in itself. Recent analysis by HfS Research (commissioned in partnership with Capgemini BPO), which surveyed BPO staff about their perceptions of BPO as a profession had generally positive findings, with the majority of experienced professionals seeing BPO as an enabler of innovation and business change. Yet there is work to be done particularly among newer entrants to the industry, with only one in eight seeing it as a long-term career option. That’s the challenge facing BPO leaders now if we are to continue the reputational growth of recent years.
This report is for managers, human resourcing and owners of technology companies, or those responsible for a technology department. The purpose of the report is to highlight ways of retaining technical talent.
The 2013 Kelly Global Workforce Index (KGWI)
brings work and workplace insights sourced from
more than 120,000 respondents from 31 countries
across the Americas, EMEA and APAC regions.
This fourth installment, on the topic of Social
Media and Technology examines the way that
social media is impacting on job selection, career
choice and recruitment in general. Just as social
media has changed the nature of communications
across communities, it is breaking down barriers
in the workplace. Employees are more social
and more connected, and want access to the
technologies and platforms that will enable them
to share their working lives with a wider audience.
The Future Workforce: Prepare for Hiring and Managing Talent in 2020 and BeyondSarah Brennan
Preparing for the future workforce: 2020 - A look at the impact of the Gen Y generation on the work force trends and how they will be shaping how we recruit, retain, develop and engage the workforce in coming decades. A look at the impact of technology, mobile, social, and more.
Presented by Sarah White (@ImSoSarah) founder of Accelir - a Strategic Advisory firm focused on talent. Sponsored by SAP SuccessFactors - A talent management platform.
Knowledge Management: Putting Information to Good UseSlideShop.com
Organizations and companies can significantly benefit from their people using, sharing and updating information. Here's a presentation about knowledge management and its life cycle.
More presentations: https://slideshop.com/Themed-Slides/
2017 Edelman Trust Barometer Special Report: Institutional InvestorsEdelman
The 2017 Edelman Trust Barometer Special Report: Institutional Investors, a survey of institutional investors who invest in global equities highlights emerging business risks and opportunities for companies, their boards, and management to build and maintain trust with the financial community.
The inaugural report reveals that roughly half of institutional investors think that most companies do not acknowledge the risks to their business from the current political climate, reflecting broader concerns raised in the Trust Barometer Global Report 2017.
Organizations face a radically shifting context for the workforce, the workplace, and the world of work. Our survey of more than 10,000 business and HR leaders from 140 countries reveals 10 areas for businesses to focus on to better organize, manage, develop, and align people at work.
View the shortened version: http://hir.vu/2n33CBX
Myths of Employee Engagement and Leadership | InspireOneInspireone
Big data helps bust the top three myths of employee engagement and leadership. This report has used big data to shed new light on some commonly held beliefs
The "Virtual Coaching Institute"-Pitch during Hack for Health weekend! (May 0...Cain Ransbottyn
The second edition of #HackforHealth in MIC office @ Kortrijk was big fun! After 48 hours of hacking we had to pitch our idea: ViCoins, the virtual health currency! Including a complete working prototype platform connecting to many many many API's!
The live pitch can be viewed @ youtube: https://www.youtube.com/watch?v=_XNBh-OR2A0
This report, conducted by an independent research firm and commissioned by Upwork, uses data from two surveys of U.S. hiring managers: one fielded in November 2019 prior to the COVID-19 crisis, and the other fielded during the crisis in April 2020. The surveys polled a combined 1,500 U.S. hiring managers to provide a holistic picture of workforce trends impacting business organizations. Find out how companies are building for the future.
You know your employees are the lifeblood of your company but if not properly motivated, they can end up sucking the life out of your company. Unhappy employees cost companies over half a billion dollars in lost productivity.
What if there were a formula for gauging your employees’ attitudes and a methodology for creating an energetic workplace atmosphere? While we can’t promise an overnight solution, we can give you facts and actionable tips based on national and global research to get the process in motion. All it takes from you is the desire to make the change and the commitment to transform the culture of your organization from blah to hell ya!
Change is best implemented from the top with executive support so every employee on your payroll understands the importance of the initiative. Give your employees a reason to care.
Future of Work in Investment Management: Context, Content, CultureRuss8
In the Future of Work in Investment Management, we explore the changes investment organizations and investment professionals are likely to make as they reassess the context of careers, the content of work, and the culture of organizations. We suggest that the “where, what, and how” of work are undergoing simultaneous transformations.
In the early days, people used to arrive at a career in BPO as if by accident. It’s now a more clearly defined profession in itself. Recent analysis by HfS Research (commissioned in partnership with Capgemini BPO), which surveyed BPO staff about their perceptions of BPO as a profession had generally positive findings, with the majority of experienced professionals seeing BPO as an enabler of innovation and business change. Yet there is work to be done particularly among newer entrants to the industry, with only one in eight seeing it as a long-term career option. That’s the challenge facing BPO leaders now if we are to continue the reputational growth of recent years.
This report is for managers, human resourcing and owners of technology companies, or those responsible for a technology department. The purpose of the report is to highlight ways of retaining technical talent.
The 2013 Kelly Global Workforce Index (KGWI)
brings work and workplace insights sourced from
more than 120,000 respondents from 31 countries
across the Americas, EMEA and APAC regions.
This fourth installment, on the topic of Social
Media and Technology examines the way that
social media is impacting on job selection, career
choice and recruitment in general. Just as social
media has changed the nature of communications
across communities, it is breaking down barriers
in the workplace. Employees are more social
and more connected, and want access to the
technologies and platforms that will enable them
to share their working lives with a wider audience.
The Future Workforce: Prepare for Hiring and Managing Talent in 2020 and BeyondSarah Brennan
Preparing for the future workforce: 2020 - A look at the impact of the Gen Y generation on the work force trends and how they will be shaping how we recruit, retain, develop and engage the workforce in coming decades. A look at the impact of technology, mobile, social, and more.
Presented by Sarah White (@ImSoSarah) founder of Accelir - a Strategic Advisory firm focused on talent. Sponsored by SAP SuccessFactors - A talent management platform.
Knowledge Management: Putting Information to Good UseSlideShop.com
Organizations and companies can significantly benefit from their people using, sharing and updating information. Here's a presentation about knowledge management and its life cycle.
More presentations: https://slideshop.com/Themed-Slides/
2017 Edelman Trust Barometer Special Report: Institutional InvestorsEdelman
The 2017 Edelman Trust Barometer Special Report: Institutional Investors, a survey of institutional investors who invest in global equities highlights emerging business risks and opportunities for companies, their boards, and management to build and maintain trust with the financial community.
The inaugural report reveals that roughly half of institutional investors think that most companies do not acknowledge the risks to their business from the current political climate, reflecting broader concerns raised in the Trust Barometer Global Report 2017.
Organizations face a radically shifting context for the workforce, the workplace, and the world of work. Our survey of more than 10,000 business and HR leaders from 140 countries reveals 10 areas for businesses to focus on to better organize, manage, develop, and align people at work.
View the shortened version: http://hir.vu/2n33CBX
Myths of Employee Engagement and Leadership | InspireOneInspireone
Big data helps bust the top three myths of employee engagement and leadership. This report has used big data to shed new light on some commonly held beliefs
Suppliers of Mechanic Torque Wrench DC Without Scale, Mechanic Torque Wrench DSG Without Scale, Torque Wrench DSG Without Scale, Mechanic Torque Wrench DSG Without Scale (DSG-00/4 15 - 85 Nm).
The Keys to Corporate Responsibility Employee EngagementSustainable Brands
PwC recently found that employees who participate in its CR programs have a 5% higher retention rate, with a value of $165 million to the company. In this report, PwC shows how it uses a common corporate tool, the Plan-Do-Check-Adjust (PDCA) Cycle to engage employees, and the Employee Engagement Index (EEI) to measure engagement.
Employee Motivation 101: 5 HR Tips for ManagementKashish Trivedi
Employee motivation is a complex thing and something most HR professionals have struggled with at some point.
If you’re wondering how to increase employee satisfaction, productivity, and, in turn, business outcomes, you’re not alone.
Psychologists have long debated this topic, and their findings provide a gateway to effective employee management.
In this blog post, we’ll explore the psychology behind employee motivation and dive into the solutions that will make your employees thrive.
Creating Engagement in a Diverse Workforce - Technology tools to help you eng...HeyEmbedMe
According to the Global Human Capital Trends 2016 report, “employee engage-
ment is a headline issue throughout business and HR.” Fully 85 percent of survey
respondents ranked engagement as a top priority, yet only 46 percent reported that they
were prepared to address engagement challenges.1
One of the drivers behind the focus on engagement — which not only concerns HR,
but also has wider implications for the overall performance of an organization — is
the increasing diversity of today’s workforce. From aspiring Millennials to aging Baby
Boomers — working in a complex mix of full-time, part-time, contingent, temporary,
and contract roles — the 21st-century workforce is more diverse than ever, challenging
organizations to build and support a corporate culture that fosters employee engage-
ment. When you pair this diverse workforce with the growing competition to attract and
retain top talent, it’s easy to see why culture and work environment have become key
drivers of employment brand. No matter the age, status, or position of your employees,
how can your organization effectively engage and inspire today’s diverse workforce?
what creates employee engagment ? What are the factor for causing disengagment underperformance and finally attrition. This burning issue is addressed by Dr Wilfred Monteiro HRD guru to India's leading business houses
Employee engagement adds value to any organization. It can make a difference to the individual employee as well as the business as a whole. HR has a significant role in promoting the linkages between the company’s leadership, objectives, and employees. In these slides, we discuss HR’s role in employee engagement.
Organizations seek to maximize the productivity and profitability of their staff !
Individuals seek satisfaction from their work !
If both can be achieved concurrently , there is a true Win-Win !
The impact of an ‘engaged’ workforce over an ‘unengaged’ one is dramatic
The Art & Science of Employee EngagementJustin Zawaly
Best practices and simple tips for business leaders. Learn how to capture, analyze, and take action on employee survey feedback from leading HR practitioners and I/O psychologists
Let's face it - the competition for top talent is fierce, and the best employees are looking for more than just a job. They want options, and they want meaning. Check out these 7 areas HR can fine tune to ensure they're attracting and keeping the right talent around.
It is easy to see why Employee Referral Management Programs (ERMP) are present in most organizations. The most common way of incentivizing employees was to offer cash rewards for hired candidates introduced by employees. While most companies have an ERMP, primarily attracted by this methodology, but most have reported problems with long term adoption of the program.Research shows getting a referral are a cheaper and faster way to hire, yield better results and lower the turnover rate at your company. This paper will identify the barriers to widespread adoption and what can be done to improvise on the ERMP.
To drive workforce performance, pay decisions must be perceived as being fair and appropriate by employees. This requires that decisions be transparently and effectively communicated to employees. Learn how you can redesign compensation training to ensure these potentially difficult but necessary conversations between employees and managers are successful.
LinkedIn provided a course at how to win the retention game? finding the perfect employee for the job is a very hard task, despite some saying everyone is replaceable, read here why and how to win back your loyal employees and how to retain others.
The Engagement Gap: How executives and employees think differently about empl...Brian Solis
New survey data shows that employees and executives have different views about employee engagement and the things organizations do to improve it. This is the result of the Engagement Gap. Employee engagement programs, while well intentioned, often miss the mark. This white paper describes the Engagement Gap, and shares survey results captured by Jostle Corporation in partnership with Brian Solis. The data suggests that effective employee engagement programs focus on turning organizations into more meaningful, congenial, and transparent communities.
Top 26 benefits of workplace mentoring programMutual Force
Thinking of implementing a workplace mentoring program in your organization? Here are top 26 benefits/ real life examples of workplace mentoring programs which can help you get the buy-in.
2. 2www. mutualforce.com
Introduction
What does it mean to keep your employees engaged in the workplace? For many managers, there is no
real answer – because there is no established protocol. With more than half of the American population
feeling disengaged at their place of work,1
companies are now left with the task of re-engaging valued
employees while focusing heavily on leadership development.
The concept of employee engagement itself has changed over the past decade, which is the biggest
reason for its unclear definition. “Engagement” can mean many things at once – flex hours, a foosball
table, employee surveys – but these are nothing more than checkbox options. Companies keep the basics
covered, but don’t understand why engagement is important, or how engaged employees are linked to
happier customers and higher revenues. If your revenues have been flat-lining lately, a more engaged
workforce may solve the problem.
In this whitepaper, we’ll touch on all the important issues facing businesses in regards to employee
engagement: a clear definition of what it is, why old models are failing, what managers can do to facilitate
employee engagement, leadership development, and more.
What is Employee Engagement?
At its core, employee engagement is comprised of:
• The extent to which employees feel passionate about their jobs
• The extent to which employees are committed to the organization’s goals and values
• The extent to which employees are able to enhance their own sense of well being
It differs from employee satisfaction, as employee satisfaction simply measures how happy employees are
based on factors such as salary and number of vacation days.
Employee engagement is an approach designed
to make employees “feel like they’re a part of
something bigger than themselves.”2
It requires
more effort than handing all engagement initiatives
to the human resources department and giving
employees a standardized form to fill out once
every four months.
Any organization that places a high value on
attracting the best talent, retaining high value
employees, increasing profits, and being a leader in
customer service, needs to make employee engagement a priority.
Before we can take a closer look at the benefits of employee engagement, we first need to understand why
the antiquated approach to employee engagement no longer applies to modern organizations.
Employee engagement differs from
employee satisfaction, as employee
satisfaction simply measures how happy
employees are based on factors such as
salary and number of vacation days.
3. 3www. mutualforce.com
Where Employee Engagement is Failing
The current framework for employee engagement programs relies heavily on surveys and feedback forms
– a method that can be traced all the way back to the late 1800s.3
This current, widely accepted method
has four main flaws, which are often overlooked and remain unchanged.
1. Surveys offer unreliable responses
In many cases, employees fill out surveys haphazardly, disingenuously, and in some cases, maliciously.
Employees who have filled out surveys in the past and have seen no change in the way the company treats
its employees, for example, may fill out the surveys with complete disregard knowing that change is
hopeless.
2. Responses are collected too often, or not often enough
How often should surveys be conducted in order to measure levels of change in employee engagement?
Done too often and companies risk the chance overanalyzing the splits, done too far apart and by that
time the majority of employees in the company may be brand new, making the past responses to the
survey outdated.
There’s also the problem with trying to understand the results. Software and new technology can
breakdown survey results and provide insights, but mangers would have to analyze the results manually,
leading to a limited scope of understanding and a higher chance of human error.
3. Anonymous surveys present a blurred audience
Employee engagement surveys are traditionally done anonymously in order to make employees feel more
comfortable in replying, allowing for more open and honest responses. As a result, it’s hard to know if
engagement levels are being pulled high or low based on just a specific group of people in the company.
Even when split by business unit, each person in that unit may have different responsibilities and clients
that can throw off the results of the survey.
4. Organizations treat engagement as ‘one size fits all’
Annabel Jones, HR Director at ADP UK, explains that:
Engagement isn’t a ‘one size fits all’ approach – different personalities and generations are
motivated in different ways. All factors must be addressed – from reward and benefits, to training
managers, to giving feedback and praise regularly and empowering employees to drive and
manage their own career development.4
As an example, with younger workers joining the workplace, and the prevalence of new and emerging
technology, offices have failed to take advantage of more hands on tools that can speak to this growing
demographic. Software based engagement programs, or online workshop portals, are examples of
new methods that businesses can use that can reach multiple organizational levels in a more flexible,
transparent, and accurate manner.
4. 4www. mutualforce.com
Recognition and Rewards Programs Need Revamping
Recognition and rewards programs, another common engagement method, can play a big role in
facilitating positive employee engagement. But with “only 14% of organizations [providing] managers
with the necessary tools for [employee] rewards and recognition,”5
recognition programs are rarely
executed properly, and can do more damage than good as a result.
Perks Aren’t Perfect
The outdated surveys and improper training for rewards and recognition programs leads to a blanketing
of “perks” to try and change company culture.
“Perks [are used] to try to foster engagement, because perks are visible and tangible,” explained
Einar Westerlund, director of project development for the Queen’s Centre for Business Venturing, to
ProfitGuide.com.6
Perks are, “easier to understand than the underlying concept of engagement, which is a
very deep-rooted commitment to performance,” says Westerlund, “[and] can be there as embellishments.
But by themselves, they don’t work.”
The misuse of perks leads to companies wasting their money to spring for benefits that do nothing for
productivity.7
Change in Employee Engagement Programs are Needed
In short, the current method of analyzing employee
engagement is “not detailed enough, it isn’t real-
time, and it doesn’t consider all the work related
issues which drive employee commitment.”8
It
focuses on paper, pencil, and perks, but fails to
leverage tools that perform and respond much
better with employees, including software
dedicated to engagement, training, and mentoring.
The current method of employee engagement also points to the importance of leadership development
programs, and how organizations are currently undervaluing the role that office leaders play in fostering
employee growth and well-being.
Focus on Leadership Development
What is the connection between leadership in an organization, and employees that feel engaged and
wanted? The quick answer is that employees work alongside management everyday, and people –
management, in this case - have the biggest impact on engagement and workplace culture. Employees
won’t be engaged if they don’t trust or like their managers or supervisors.9
Proper leadership development is essential to building an environment of strong employee engagement.
The reasons for ineffective leadership development can be chalked up to four structural issues within a
company:
The misuse of perks leads to
companies wasting their money to
spring for benefits that do nothing
for productivity.
5. 5www. mutualforce.com
1. Too much finger pointing
Who is responsible for fostering a culture of empowered employees? Managers say human resources
(HR) should lead the charge. HR will say that managers should lead the charge.
In a recent survey conducted by PricewaterhouseCoopers (PwC), 93% of CEOs said that they needed to
change their employee engagement strategies - but 61% of those CEOs hadn’t taken any action, as they
didn’t “think the HR function could cope.”10
Another study conducted by Aberdeen Group Human Capital Management (HCM) found that 47%
of organizations feel that HR is overwhelmed with administrative tasks that add no value to the
organization.11
HR is being looked at to change the face of employee engagement, which means they’re directly
responsible for employee productivity, well-being, and company profitability. It’s a flawed concept.
Employees report directly to managers and supervisors, not the HR department, and as a result strong
leadership programs need to be developed with management in mind.
2. Ownership over integration
Expanding on the first point, employee engagement isn’t a side project and shouldn’t be treated as such.
In many organizations, a department or person “owns” engagement. It needs to be integrated into several
areas and functions of the business for it to be truly successful. It beings immediately, with HR being
involved every step of the way during the onboarding process. In order for employee engagement to be
truly successful, it should permeate every level and stage of an organization.
3. Feedback and follow-up
“An employee engagement process can only be effective if managers read, fully understand, and act on
their low engagement scores,”12
explains Dr. John Sullivan, author of 10 books on talent management.
Confusion
over the term
“employee
engagement,”
combined
with a lack of
understanding of
how it impacts
company finances, leads to management shrugging at the need to make necessary changes, or to following
up with the feedback they’ve been given from employees.
4. Leadership tactics aren’t practiced enough
Leadership development programs need to be created and implemented with constant practice in mind.
Without proper training and constant application, those undertaking developing their leadership skills
may fall back into the old, infective engagement methods they used in the past. Lessons learned need to
be reinforced and used often, as opposed to developed, used once, and forgotten overtime.
In a poll by Parade magazine, 35% of U.S. workers polled
said they would forgo a substantial pay raise in exchange for
seeing their direct supervisor fired.
6. 6www. mutualforce.com
Pick the Right Managers to Become Leaders
There’s a fifth reason as to why leadership development is ineffective and failing: those in management
positions aren’t suited to be leaders.
People selected to be in management positions – whether from a promotion or direct hire – are
traditionally chosen due to their success in a previous role, or as a reward for their tenure within the
company. It focuses more on the process, and less on the person, and as a result not every manager is
inspiring or talented enough to lead a team.
How much influence does a manager hold over their employees? Consider the following:
• 18% of the U.S. population considers themselves to be “actively disengaged”, which means they
are actively against what the organization, and their boss, is trying to get done.13
• In a poll by Parade magazine, 35% of U.S. workers polled said they would forgo a substantial pay
raise in exchange for seeing their direct supervisor fired.14
Managers have a direct influence over the productivity of the team they lead, how employees grow as
people, and how dedicated employees are to the company.
Employee engagement scores tend to decline
as you go down the organizational chart.15
This means upper management may not even
realize there is an employee engagement
problem within the company. It’s an uphill
battle if everyone at, and above, a certain level
of management in the company is oblivious to
the issues that employees face on a day-to-day
basis.
Managers Need the Right Skills to Facilitate Employee Engagement
Skilled managers know that they need to build upon their existing traits of being results orientated,
supportive, and truly concerned about the well being of their employees, to truly succeed in building
positive employee engagement for everyone involved. Engagement programs will fail otherwise. Skilled
managers always do the following:
1. Skilled managers put people in the best position to succeed
Much like an organization needs to select the best candidates for management positions, beyond tenure
or due to checklist items (as we discussed above), managers need to ensure that they put the employees
that work under them in positions that fully leverage their abilities, talents, and strengths.
Employees need to be assigned work and be placed in a position to which they’re both well suited
and emotionally connected. This begins immediately from the selection process – whether hiring and
onboarding, or promoting from within, the biggest mistake a manager can make is hiring someone unfit
or unsuited for the role.
Managers need to provide clear
explanations of what is expected from
their employees. A lack of clarity
leads to confusion, frustration, and a
disengaged workplace.
7. 7www. mutualforce.com
2. Skilled managers set clear-cut expectations.
Managers need to provide clear explanations of what is expected from their employees. A lack of clarity
leads to confusion, frustration, and a disengaged workplace.
Changes happen in every office – turnover, change company direction, promotions, and more. Establishing
a clear path to communication and keeping all employees up to date makes employees feel trusted, and
gives them a better sense of control over their work, leading to higher engagement.
3. Skilled managers give employees the tools they need to do their job
Equipment, support, knowledge, software – whatever it may be – giving employees the tools they need to have
complete control over their work, and enable them to work faster and be more productive, will keep them highly
engaged.
If an employee has an interest in something that doesn’t relate directly to the job (e.g. an interest in
photography), skilled managers also know that giving them the tools to “blossom” outside of the office (e.g. paid
lessons with a professional), will have direct benefits on how that employee performs on the job and feels about
the company.
4. Skilled managers heap praise and recognition
We’ve discussed how engagement programs, which include recognition and rewards programs, can fail
when the manager isn’t prepared or educated enough. In a lot of ways, organizations do not provide
mangers with the tools and “green light” needed to recognize and reward their employees like they
should.
Many managers and organizations underestimate how important it is to make employees feel needed,
appreciated, and valued. For many employees, not receiving any praise or recognition can make them feel
overlooked, or taken for granted. Skilled managers over-appreciate employees and praise good outcomes,
rather than stay quiet and not express appreciation.
The Link Between Employee Engagement and Leadership Development
As we’ve touched upon, there is a certain set of managerial skills needed to ensure that engagement
programs don’t fail. What are the results when proper leadership development is established? Consider
the following:
• Businesses with engaged employees outperform those without engaged employees by up
to 22%.16
• Organizations in the “top decile of engagement outperform their peers by 147% in earnings
per share.”17
• The same organizations have a 90% better growth trend than their competition.18
A recent publication by Bain & Company highlights the process from which engaged employees benefit
from strong leadership development, and how these employee benefits can help grow the company.
8. 8www. mutualforce.com
Authors Domenico Azzarello, Frédéric Debruyne and Ludovica Mottura illustrate that,
Engaged employees go the extra mile to deliver. Their enthusiasm rubs off on other employees
and on customers. They provide better experiences for customers, approach the job with energy
— which enhances productivity — and come up with creative product, process and service
improvements. They remain with their employer for longer tenures, which reduces turnover
and its related costs. In turn, they create passionate customers who buy more, stay longer and tell
their friends—generating sustainable growth.19
Rackspace, an IT-hosting company, places a high value on employee engagement, and as a result, is
known for its exceptional customer service support. The motivated Rackspace employees (known as
“Rackers”) go above and beyond to create a superior, and memorable, experience for customers. The
result? Intense customer loyalty contributing to Rackspace’s 25% CAGR (compound annual revenue
growth) and 48% profit growth since 2008.20
Remove All Barriers by Investing in Quality Infrastructure
Companies that take employee engagement seriously always invest in quality infrastructure.
Having the right technology in place opens the doors for increased collaboration and increased
communication, which are both “prerequisites for a successful employee engagement strategy.”21
This
technology can take place in several forms, but the most popular, and most efficient, is cloud-based
software.
Quality technology provides access to resources and tools, which aren’t present in other platforms. For
example, cloud-based solutions can provide real-time collaboration, reporting, mentoring and training
between employees and management, separated by countries. In most cases, the same solutions are also
used to train managers to become better leaders.
The technology allows everyone at every level of the organization to focus on developing and
implementing employee engagement strategies. Outdated technology is often “fragmented and
outdated”22
and can impede the potential to increase efficiency and aid in decision-making.
Conclusion
Companies who place a high value on employee engagement realize the potential it provides. Employees
who are enthusiastic about what they do, onboard with the company vision, work with leaders who
truly want to see them succeed, and are given room to grow outside of the company, are the same
employees that stay with the company long-term, become the strongest managers, and are responsible
for organization growth and increase profits.
Throw away the outdated questionnaires and surveys, and you’ll begin to see employees transform
themselves overnight.
9. 9www. mutualforce.com
About Mutual Force
Mutual Force is the provider of cloud-based mentoring, leadership development and employee
engagement software and is used to support some of the largest fortune 500 companies. Mutual Force
empowers mid-market to enterprise organizations across major industries with the ability to provide
mentoring programs for various talent management initiatives like on-boarding, leadership development
and retention.
Our leading-edge leadership development and employee engagement software, Pulse, provides a unified
technology platform for leadership development and employee engagement. Pulse provides experiential
leadership training to your managers when they work on fixing employee or client engagement issues.
Pulse helps in action planning and implementation (leadership development component) based on
constant employee feedback, suggestions and ideas (employee engagement component). We think
that employee surveys capture what leaders want to know vs what employees have to tell and Pulse
provides a way to get constant feedback and ideas from employees and keep them engaged by acting
on these ideas and suggestions. Leaders get experiential training in this process and don’t have to rely
on leadership training workshops which focuses on theory. Pulse is based on adult learning theory, our
employee engagement model, situational leadership theory, problem based learning (PBL) or action
learning and collaborative leadership development. Learn more about Pulse here.
We go beyond the average mentoring, leadership development and employee engagement software
solutions and take a personalized approach to every customer needs. Our solution is designed to be
flexible, scalable and customizable to meet your unique business priorities. We deliver software, that
looks inside your organization culture for solutions and focuses on action.
10. 10www. mutualforce.com
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