Simple Ways To Ensure Workplace Engagement

Simple Ways To Ensure Workplace Engagement

Steps For Making The Workplace Engaging

Workplace engagement is all about genuinely caring for your employees. They should be aware of their employer’s attitude towards them, which means that there should be ways and means to convey an employer’s concern to his employees. Employers must make clear that they care for them. This should be part of the Company policy so that employees can actually benefit from it. This policy will reap long-term rewards for the business.

Some important pointers about an engaged workforce are that:

  • They will always speak positively about their Company to others including clients, customers, colleagues or friends.
  • They are committed to stay with the organization, no matter what, sometimes even at the cost of a financially better opportunity.
  • They are completely involved in the work they do and for the organization they work for – body, mind, heart and soul.

Engagement is a two-way process wherein both the employee and employer can find a middle ground to work their way around issues. The top people in the organization are the ones who can facilitate change. Some ways to ensure workplace engagement include:

  • The process of engagement is what tells employees down the line about the difference they make. No matter how small their part, they must be given the power to see that they are building an edifice, not just a brick wall.
  • Many times, all that requires is genuine appreciation in the form of a compliment, not even formal recognition, a pay hike or an award. Understand your employees’ needs as what might motivate one may not necessarily be liked by everyone.
  • Convey to employees that they are valued individuals, people who make a difference to the organization and that you count on them at every step. Take feedbacks from them and be honest on how you are going to act on their feedback.
  • Work on attendance policies that help the employee to meet work and family balance. Try to implement regular performance appraisals and annual reviews in the organization.
  • Make an effort to inspire and motivate employees on a regular basis. Thank them for their work. Provide an atmosphere that shows value and constant appreciation.
  • Build an attitude that encourages and provides support to employees to achieve their career goals.

Remember, engagement is something that cannot be forced. So, it is important to work towards developing an inspired employee workforce, with an attitude that values constructive employee feedback, and be accountable and work hard to incorporate changes in areas that demand them.

Do share your thoughts on the same.

View presentation on Keeping Employees Motivated And Engaged

  • Dawn Franco

    Don’t leave to go golfing every Friday afternoon and have your staff run the office. Pay them what they’re worth and value them. Don’t talk to them like their stupid as they’re learning too. Gift Card incentives for writing a certain amount of business. Bosses, don’t hit on your staff or tell dirty jokes. It’s a professional office, so keep it that way. Just a few thoughts from past experiences of being that “Staff” member.

  • I believe we are coming into the age of the employee. The end of the mass production world where ideas flowed downward in a company is over. Ideas must come from the bottom up. (I do not like using the word bottom but it is descriptive). We now live in the world of mass customization and that means everyone on the company must be involved in a measured systematic way to be able to move quickly. When you talk about employee engagement it is not to me a just series of things like compliments, a nice place to work, a humble leader, great comrades. It is much more. It is a movement, and a movement requires a system for it to operate.

    The way a business runs should be a balance of order and freedom. Order says, “if how this place runs makes sense to me (I can tell you most do not), and freedom says, “if I can clearly see how to put my ideas into action”…then I think I might just trust leadership. If I trust leadership, then maybe I can begin to engage instead of just existing at the company. It takes a system of management to truly put in place a way to engage in a sustainable way.

    A system of management is a framework for running the business that is created by leadership to agree upon how to run the business. It defines a flow of business that considers day to day operations, strategic initiatives, key goals, outcome measures, core processes, process measures…and then cascades these measures to everyone in the company so each can clearly see how they are measured. Everyone has a dashboard, and everyone knows how their efforts improves the company. When this happens, innovation begins and engagement follows. Regular target reviews ensure transparency and accountability.

    The fact is, there is no cosmetic way to drive employee engagement. It is too late for that. CEOs have a moral, social, and economic imperative to accomplish this in their buisnesses. It is the future propellant of our economy.

  • I generally like what you say and generally agree with it. But I also think that the stress on “employer care” is overstated. Think of the workplace where there is a good manager but where the more senior executives (“The Company”) are pretty indifferent to the workers: Can the employees be engaged? And vice-versa — the situation where the company is a good one but the manager is a bad boss. Can those workers be engaged and productive?

    The post also takes a macro position, it seems, looking at ALL the employees rather than individuals. In any workplace some of the people will be highly engaged while others totally dis-engaged. The bad boss might offer a poor process of personal employee evaluation, for example, and dis-engage one of the employees. That does not necessarily carry over to the others.

    We will see a normal distribution of workers on a scale of engagement if one assesses them. In a company, there will be some on each end of the scale. If the thoughts posed above were implemented, would not one expect that ALL the employees would cluster at one of the scale (or the other)?

    Engagement is a simple concept to understand. The many definitions of it are operational and testable. The way an organization or a manager treats the employee body would generally be pretty consistent. But the individual’s position on the scale will differ.

    More and more, we are seeing computer systems implemented that take away a lot of the employee initiative insofar as how they can respond, how they are allowed to operate. Many workplaces these days are engaging in some form of “Job Enlargement,” whereby the job responsibilities increase while the pay and compensation, and even training and titles, remain the same.

    Personally and professionally, I feel that the main point of contact for engagement is the worker – supervisor. Does that manager involve the employees in workplace decisions and allow some degree of operational autonomy? Are the ideas of that worker valued and are they listened to?

    In my opinion, I think that engagement is quite similar to ownership. Does that person feel that they have a piece of the action and are they aligned to clear goals and expectations? Do they have good performance feedback systems that allow for intrinsic motivation to occur, whereby the individual meets personal goals and objectives (that align with the workplace goals and objectives)?

    It is simple, IMHO: “Nobody ever washes a rental car.”

    If they do not feel some sense of ownership involvement, it is very hard for an individual to feel engaged. And some employees will NEVER be engaged for any number of personal reasons or experiences; it is like trust in some ways.