Internal Engagement: Employees – PART I
There are a number of definitions of Employee Engagement. In particular, I consider significant the following:
The Work Foundation states, “Employee engagement describes employees’ emotional and intellectual commitment to their organisation and its success. Engaged employees experience a compelling purpose and meaning in their work and give of their discrete effort to advance the organisation’s objectives”.
The Best Companies adds, “Engagement can be defined as an employee’s drive to use all their ingenuity and resources for the benefit of the company.”
Put simply, employee engagement is how happy people are doing what needs to be done, but also going the extra mile because they really want to. This is the difference between people coming to work and doing an ‘O.K.’ job and people turning up at work, displaying enthusiasm and passion.
Engagement has a direct impact on it. When employees maximise their potential, everybody benefits; so the team, department, organisation will be improved. Clients will receive a better customer service. Efficiency will get better. Loss of time will be reduced.
Engagement is not simply the level of work satisfaction, or ‘job happiness’; it cannot be measured using the old-fashioned paradigm of Taylorism. It is the creation of meaning
(sense-making), assumption of self-responsibility and caring for others (ethical), sharing of values (conviviality); it is an independent and creative choice. In other words, it is the mainstay of social organisation.
Engagement could be condensed in strengthened HR values: motivation, loyalty, commitment. Studies show that the engagement generates positive effects on key indicators of business performance. An engaged person is 100% motivated, an ambassador for the company brand and proud of belonging to that ‘work community’.
Collaboration allows employees to create connections, or build relationships at work. These relationships between engaged employees are those who bring organizations new ideas. The more employees can share, communicate, work together, the greater the flow of ideas will be. These ideas can be transformed into new revenue opportunities, cost reduction strategies, tips for improving productivity, product development, and so on.
What is the winning strategy for a business? None can answer this question accurately, but it could be explained based on three principles: inclusiveness, meaningfulness and responsiveness.
Inclusiveness means participation in developing and achieving a responsible and strategic response by stakeholders. It could be reached through monthly meetings with staff, stimulating new ideas, listening to doubts and thoughts, supporting every need with tolerance.
Meaningfulness expresses the ability to define what is relevant and significant for an organisation and its stakeholders. Our company is based on Independence, Integrity and
Insight – principles that perfectly condense the overall vision.
Responsiveness concerns the performance and it is achieved through decisions, actions, results, as well as communication with stakeholders. Channels of communication, as well as doors, are always open.
Employee engagement isn’t just about attitudes in the workplace: it can have a serious impact on your bottom line. The sooner Companies take this point, the sooner they will take off.
“The only way to do great work is to love what you do.” – Steve Jobs