Over the years, Employee Engagement has not only been discussed among HR practitioners but has also remained a key research area among HR academicians. Often, the term is used interchangeably with other related notions such as employee satisfaction and happiness at work etc. Specifically, the deeper meaning of Employee Engagement is rooted in the level of employees’ psychological investment with their organization. The commitment with which an employee comes to work, the ownership with which the employee takes up the job at hand and the connection which she feels with the larger purpose of the organization are few signs of an engaged employee.
Employee Engagement is not an isolated activity within the broader HR framework but is essentially a part of the cultural fabric of an organization. It implies that each level of employee needs to feel empowered towards creating a culture where everyone feels intellectually engaged and emotionally connected thereby contributing their best efforts towards the growth of the organization. As quoted by Simon Sinek, a modern management thinker & author “When people are financially invested, they want a return and when people are emotionally invested, they want to contribute.” At present, many organizations across industries and geographies are faced with challenges of digital disruption, economic uncertainties, and the ever-evolving needs of the customers. Therefore, there is a greater focus on enhancing employee experience specifically to sustain the engagement levels during times of uncertainty, change and transformation. The key is to identify the focus areas to drive engagement amongst employees enabling the organization to meet the goals of innovation, agility, and performance in the long run. The link between employee engagement levels and bottom-line performance has been undisputedly acknowledged and accepted by businesses around the world. This fact is the driver of enhanced employee engagement efforts within organizations in the current times.
In times of boom and stability, engagement efforts seem to be implemented relatively effortlessly with ease but the same activities face challenges in terms of execution rigor and effectiveness when organizations are going through uncertainty and change like transformation, restructuring, mergers, acquisitions etc.
Effective Employee Engagement is a result of a comprehensive approach for providing the best experience to employees across levels with respect to not only the basic job-related aspects but also the differentiating aspects of their association with the organization like Career development, Reward & Recognition, need for collaboration & involvement of Senior Leadership etc.
Most importantly, a direction and clear communication channel with Senior Leadership is what connects more with employees during times of change. Senior Leadership within organizations attempts to connect directly with their employees through periodic town-halls, coffee meets etc. providing an opportunity for people to raise their concerns, share their apprehensions, clarify doubts and express their thoughts and ideas about the current context of the company. Such platforms have multiple benefits for the organization. Not only does the employee feels valued and invested upon but at the same time, an organization can sense the real pulse of the workforce by listening to employees. There is no one-size-fits-all approach which can be recommended — what works for one industry or organization might not for the other. The HR team needs to work in tandem with Business Leaders to identify the real thrust areas for engagement. Emphasis on “Value-Based Leadership” can help companies drive engagement and commitment sustainably resulting in better employee retention and productivity, increased customer satisfaction, and multiplied financial returns. These days, there is a conscious focus on values in practice by employees across the length and breadth of the company unlike a few years ago when top leaders were expected to be the custodians of organizational values and to be the role-models for the organization at large.
As we experience change at every step of our existence in the world, there is a need for greater consciousness and awareness to add value and keep going
Aon’s 2018 Trends in Global Employee Engagement Report confirms that Career and Development, Reward and Recognition, Senior Leadership, Enabling Infrastructure and Employee Value Proposition etc. have continued to remain the key dimensions of employee engagement over last few years, specifically in times of stability and in times of change alike. The survey points towards a basic strategic direction which HR teams can take while formalizing employee engagement practices. The strategy can’t work with one activity or initiative being rolled out for one section of employees; it takes a conscious focus and structured implementation approach to make this work. Leadership buy-in and support goes a long way in creating the desired acceptance and impact thereafter. Gaining the trust of top leadership requires clarity with respect to process objectives, expected challenges, and desired end outcomes etc. amongst the core team driving the engagement efforts, therefore partnering with key business leaders is a must for HR team responsible for this job. Additionally, the workforce of today needs to feel valued and connected, being actively invested upon with their aspirations taken care of, being provided opportunities to hone their potential to contribute in the long-term. Structured development interventions with a clear linkage to business priorities can help companies to build an engaged workforce.
Employee behavior reveals the extent to which the workforce is engaged. For instance, favorable opinions which employees hold about the organization, their intention to stay longer in their jobs and their efforts to give their best to help the organization succeed are essentially different ways to gauge the success of the employee engagement programs. Organizations around the world have come to understand and accept the fact that people are the most important intangible assets creating business value and providing an element of differentiation with respect to competition more specifically in times of rapid change. Disengaged employees become a liability for the organization facing turbulent times. So, investing time and effort in employee engagement has become a basic requirement for any organizations’ leadership and the HR team.
There are a variety of strategies and practices being adopted by companies to build a culture of engagement throughout the employee life-cycle. Laying the right foundation through tailor-made pre-boarding and on-boarding initiatives is an area which is gaining the attention of practitioners since the first experience of a new hire yields results towards building an engaged workforce in the long run. “Buddy Programs” have taken a completely new form with buddies going beyond the initial settlement issues of new hires and helping the new joiners identify their career goals and craft a career path for themselves within the context of the organization they have joined. Similarly, the focus on collaboration is fuelled by providing platforms to encourage peer-to-peer learning. Leading organizations have developed in-house Knowledge-management portals wherein employees spread across geographies, businesses & functions can adopt the best practices, apply the same in their immediate area of work, ask queries, seek clarity, post updates etc. Many organizations have also institutionalized career-management programs for high flyers wherein HIPOs get to experience a variety of roles and job profiles in line with their career aspirations. The foundational drive for such programs is creating forums for employees to share their experience, express their career triggers and get listened to. Peer-to-Peer Feedback is another new practice being inculcated within people, this enables greater transparency and therefore helps people help each other to be the best version of themselves. Cross-functional synergies is another dimension which supersedes most other aspects in times of crisis & change. Additionally, Reverse Mentoring has also started seeing significant acceptance along the same lines.
As we experience change at every step of our existence in the world, there is a need for greater consciousness and awareness to add value and keep going.
Companies are also focusing on imbibing appropriate life-skills and instilling a positive, progressive outlook among employees by opening the channels of communication, listening to their people, connecting with them regularly, building capabilities within the organization, customizing development programs based on employee needs and drives, and reinforcing the vision and values of the organization throughout. All these activities help create a sustainable culture of engagement and strengthen the organization’s ability to pass through times of change and transformation successfully.