Employee engagement has become a topic which has gained much attention over the past few years, with a wave of different strategies, tips and hints on how to get your employees more engaged in the workplace. While most of this advice is helpful, and is calling the attention of executives to the value of engagement in reaching company outcomes, some do not always address the root cause of employee disengagement.
The aim of this article is to reveal the secret to employee engagement – it isn’t your employees! The true measure of increased employee engagement is the organisational climate and culture which permeates on every level. A high level of motivation, proactivity and high productivity cannot be met in the frontlines alone. While every employee has the right to experience personal satisfaction in their work, they also feed into a bigger system of strategy and objectives which allow the organisation to grow and succeed.
At 4Seeds we believe in the power of the individual to influence the success of the whole. Our knowledge and expertise in the eld of Positive Psychology has shown us that Positive Organisations are not crafted through short-term quick fixes or one-day team building events.
It is through a carefully managed system of continuous intentional actions that realise the potential of the individual within the structure and framework of the organisation.
In order to achieve sustainable improvements in employee engagement, an organisation and its leaders need to commit to a long-term strategy which puts people first.
The Happiness at Work Model which was designed and developed by the iOpener Institute for People & Performance is a highly valuable and proven method to improve not only employee engagement, but increase the bottom line through improved customer satisfaction, better business practices, and an overarching trust and pride in the organisation.
The Happiness at Work Model lays out the fundamental pillars of a successful organisation, as well as the core drivers of individual and collective success. These pillars provide the structural guidance needed to improve employee engagement – for the long- term. These are illustrated in the image below (courtesy of the iOpener Institute for People & Performance, Oxford, United Kingdom).
Key Questions that Define Sustainable Employee Engagement
“Would you fully engage with someone you didn’t trust?”
This is a key question to ask yourself when deciding to engage in a sustainable employee engagement strategy. If an employee receives mixed messages from company communications, they are unlikely to put their best foot forward; guarding themselves against being damaged. Trust in an organisation comes from developing transparent, open and reliable communication channels on every level of the organisation. It is the responsibility of the culture in the organisation to support the development of psychological safety and mixed messages, and varied responses from management and a lack of transparency can severely affect the development of trust in the organisation’s goals, management and agenda.
“Why would an employee be committed to your organisation’s mission?”
A key overarching symbol of engagement is commitment to the mission and vision of the organisation. Without a sense of how they meaningfully contribute towards the objectives of the organisation, employees are unlikely to feel fully committed which will in turn affect their level of engagement in daily tasks. Leaders need to provide sounds reasons and regular reminders of how amazing the organisation is and the impact its work has on its stakeholders, consumers and society as a whole. These regular reminders of the value of each person’s work in making a positive impact will grow pride in the organisation and its mission.
“If you don’t know that you have done well, why would you keep trying?”
We have mentioned the value of recognition and feedback many times in the past for its profound effect on the self-confidence, motivation, and positive emotions employees experience at work. However, there remains an assumption in many organisations that feedback is a formal, regulated quarterly review process. This attitude towards recognition hinders the constant employee engagement which so many organisations desire. However, in answering the question, an informal, continuous culture of celebration is vital for sustainable engagement and is the responsibility of every manager and leader within the organisation.