Are your employees as engaged as they could be?
Are your employees happy to be part of your organisation? Do they feel like stakeholders in your company’s success? Will they continue to grow their careers as your operations expand? Satisfaction. Belonging. Commitment. Some say these are the main factors contributing to employee engagement.
Dale Carnegie and other thought leaders point to main drivers such as: one’s relationship with his or her manager; a belief in senior leadership; and personal pride in working for the company. Meaningful work is cited by both the Society for Human Resource Management and Deloitte as key to positively influencing employee attitudes and productivity.
We can all understand that engagement is important
Regardless of which factors and drivers you point to, taking action to positively affect your employees’ attitudes and behaviors is vital. According to leadership expert Torben Rick, the business case is clear – having engaged employees means a: 51 per cent increase in productivity, a reduction in absenteeism (by an average of four days); and a boost in both profitability (19 per cent) and shareholder value (nine per cent). Sounds great! What we may all not realise is that engaged employees are actually rare. According to Gallup, just 13 per cent of employees worldwide are engaged at work. Moreover, employees can be actively disengaged – not just “not-engaged”. (This means they spread negatively to others).
Unlocking the engagement potential
To help reward practitioners evaluate their current policies and approaches, we present our new Employee Engagement handbook, focused on unlocking employees’ potential. It outlines five key ways to make it ‘Great at Work’ and to nurture happy, loyal and committed employees. True, there are many theories and even case studies as to how you, as HR leadership, can motivate your workforce. However, we’ve boiled it down to five overarching pieces of advice: be transparent; be caring; be rewarding; be connected; and be supportive.
Our handbook expands on these themes and captures our observations so that you have a new reference tool – backed by research and experience. After all, the goal is to help employees thrive. We know that building a career, feeling a sense of belonging, and being challenged are all important to employees. If they are made to feel valued and are inspired to contribute, they will more readily commit to the organisation’s success, as true stakeholders – and for a longer period of time, too.
The handbook is designed in five chapters to help you reflect on many areas within your control. You can read about how you can be transparent and open, and why it’s important to be caring and rewarding. You can also evaluate ways to get and stay connected as you implement programmes that support learning and development.
The year of the employee
As we said, 2018 is indeed shaping up to be the year of the employee. The three trends we are watching focus on how to help employees achieve financial wellness, understand their benefit offerings, and enjoy their workplace experience. Taking care of the employee has an effect, of course: namely, increased satisfaction, loyalty, engagement, and productivity. Employee engagement strategies play a big part in nurturing employees.
This article was provided by Benify.
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