Previously, we focused on Groups 1 and 2: employees who are Actively Disengaged and those who are Not Engaged.  In this post, we’ll examine the third and final group of company personnel – employees who are Engaged.

 

“Engaged employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward.”1 In the sailboat analogy used in an earlier post, these employees were the crew members tacking and jibing with all their might to move the boat forward. The other crew members were simply sightseeing (the Not Engaged group) or actively trying to slow down the boat (the Actively Disengaged group).

 

The post Are you an Agent in Engagement? cited three definitions of employee engagement, each of which made reference to an emotional connection between the employee and the company. It is this emotional connection that engages the employees and provides motivation for their actions.  “Engaged” employees are…

  • Enthusiastic and upbeat about the Company: they believe in the organization, its goals, and its leadership team
  • Able to understand their role as well as the bigger picture
  • Champions of change initiatives and have a genuine desire to make improvements to the organization
  • Eager to volunteer for new or additional assignments and responsibilities
  • Active participants in meetings
  • Generous with their time because they enjoy what they do and not just because it’s required
  • Dependable and rarely absent
  • Current on developments within their industry and willingly share information with others
  • Continually going above and beyond to help coworkers and exceed customer expectations
  • Known to have strong, caring relationships with their customers
  • Anticipate needs and find solutions

 

Managers play the lead role in employee engagement because they are the “face” of the Company to the employee.  The “Engaged” Manager…

  • Treats each employee as a valuable member of the team
  • Gives employees autonomy in making decisions and completing their work
  • Helps employees network within the company and gain greater professional exposure
  • Shares company information freely and as transparently as possible
  • Provides regular specific feedback to their direct reports about what they do well and what they could do differently for better results
  • Recognizes employee efforts, celebrates their achievements, and shares success stories with key stakeholders within the organization

 

There is a clear link between employee engagement and a company’s potential for success.  Engaged employees remain with the company for a greater period of time, thus reducing the company’s hiring, onboarding, and training costs. They are also more productive than other groups due to a lower rate of absence and a higher level of work quality.2 Companies with a high percentage of engaged employees experience higher earnings per share as compared to those with lower percentages.3

 

To realize the benefits associated with employee engagement, companies must increase the size of the “Engaged” employee group. First, it is important to keep the “Engaged” group energized to prevent them from becoming part of the “Not Engaged” group.  Next, focus all other efforts on the “Not Engaged” group and take the actions necessary to address any signs of disengagement. While Actively Disengaged employees may not be a lost cause, companies should focus their resources where they can have the greatest impact – the Not Engaged group.  Remember, there is no one-size-fits-all approach. Employee engagement is an ongoing, long-term process that evolves over time and requires the commitment of management at all levels.

 

As we go back to the sailboat analogy, companies need to ensure their crew members…

  • Are in the right positions (roles)
  • Understand what is expected of them individually and as a team
  • Have the resources and tools necessary to perform their duties (roles)
  • Are led by an effective and inspiring captain (manager) who is generous with feedback, praise, and recognition

Engaged crew members will help the company sail ahead of the competition and navigate the ever-changing winds of changing customer expectations.

 

1 p.21 of Gallup’s State of the American Workplace Survey
2 Sorenson, Susan (2013, June 20). How Employee Engagement Drives Growth. Gallup Business Journal. Retrieved from http:// businessjournal.gallup.com
3 p.26 of Gallup’s State of the American Workplace Survey