How do you share the responsibility of employee engagement?

Employees, Managers & HR are responsible for employee engagement. Organizations can offer all the learning and development, coaching, support, and perks one could imagine, but if an employee does not want to utilize and benefit from them, they are unlikely to reap the benefits. Next is Manager s role in engagement. Ensures that action is taken. Makes the company culture first. Organizations that value engagement are those on the front line of employee experience practices. HR is responsible for in influencing all the level of managers to act on EES action plan & execute.

I believe that employee engagement starts with the recruitment and onboarding process. It's where new hires get their first impression. It may be the difference between "well, it's just a job" and "wow, I can't wait to be part of that team". The HR department and hiring managers have an important role from the beginning, as they know best what kind of personality fits best in the organization. I am a strong believer in "hire for personality and attitude and train for skills". Team synergy is more important than the skills of each individual member.

By creating a collaborative and empowered team (Establishing a team, define individual roles, Allows open Communication,Recognition and Appreciation and fare Feedback)

Greetings, "Human to Human" is engagement. We are social being, we need to have deeper understanding of BEING HUMAN, which means trust, empathy, compassion, emotional and spiritual quotient. The above thought process for all of us will help us define and have better EMPLOYEE EMPLOYER ENGAGEMENT. Archana Vijayan 86522-99904

When an employee wakes up in the morning and immediately feels rush and excitement to get to work, that is engagement! Engagement is the output. Stellar employee experience is the input. We should focus on establishing that stellar experience at every touch point for the employee with the organization, and the employee is almost automatically engaged.

Employee engagement is everybody's responsibility including the employee, the definition of "employee engagement" has changed over the last few years, it has gone beyond HR coming up with "activities" to have their people involved, in my opinion, what was done before was "employee involvement" and hardly "employee engagement". To keep your employees engaged now, employees, their managers, HR, and even the organization's leadership have a role to play. Employee engagement begins way before we start creating initiatives, even the daily tasks of the employee have a role to play in whether or not they are engaged. So everyone needs to be ready to play their part and not leave it on HR's desk.

I agree with this. We heard that most of the time employee not leaving the organization but they left their leader, so leaders play a crucial part. We talk about leader whom mandatory to have a good leadership skills, and a lot of ability to bring everyone to be at their best. We need to support leaders to be able to set the tone of the way of working, communicate, learn, empower others that align with the values and Culture of the organization.

To share the responsibility of employee engagement, it's crucial to calibrate managers by establishing guidelines aligned with organizational values. This involves promoting consistency in managerial approaches while allowing flexibility to address individual needs. Encourage regular communication, training sessions, and feedback mechanisms to ensure managers understand and adapt engagement strategies to both overarching principles and unique employee circumstances. This balance fosters a cohesive and personalized approach to employee engagement across the organization. #datHRguy

Couldn’t agree more! Being a leader make me realize that as a leader, is pretty much similiar as being a parent. - We need to set the standard. - We need to nurture the team to grow along with the company’s growth. - We need to cultivate the value to navigate their growth. - We need empathy to embrace the team. - We need to share more context instead of just instruction to help them get the full ownership of their responsibilities. - We need to manage our expectations. - And above all, we need to leading by example. Having said that, when the leaders are being the high bar, that's alone already set the high bar example for the team! Thus, let’s always start to improve ourselves to be a good parent before expecting more from the team ?

It’s all about leadership. Which by the way includes managers! We can discuss initiatives and sometimes fall for “fashion trends”, but nothing beats inspiration and proximity from leadership. Therefore, HR had a job to do empowering them and helping develop into inspiring leaders.

I agree with this point, just would like to add that it’s important to create trainings specific for the managers in order to have a better communication flow and engagement. Have in mind they are going to be the first ones to whom the employees will turn to in order to get orientation. Train them, inform them first and be very attentive to provide them the tools they need for sharing information with their teams.

Managers play a critical role in empowering employees' engagement. When managers empower their employees, they give them the authority, resources, and support they need to make decisions, take ownership of their work, and contribute to the team's success. This can lead to a number of positive outcomes, including: Increased employee engagement and motivation Improved productivity and performance Enhanced creativity and innovation Reduced turnover and absenteeism A more positive and supportive work environment

I very much agree! Employee Engagement has evolved from activities and Initiatives designed by HR to how we consciously drive a sense of ownership, connectivity and fulfilment for employees in their daily experience at work. Everyone has a role to play and it goes beyond HR

Eu acredito muito que gerentes s?o o elo entre o topo e a base, construindo pontes de engajamento! 1-Entenda a galera: Desvende os desejos e desafios da sua equipe. Adapte sua lideran?a para impulsionar o engajamento de cada um. 2 - Clima de positividade: Crie um ambiente onde todos se sintam acolhidos, valorizados e com poder para fazer a diferen?a. 3 - Feedback que impulsiona: Dê feedbacks regulares e construtivos. Reconhe?a conquistas e incentive o desenvolvimento de habilidades. 4 - Crescimento sem limites: Ajude seus colaboradores a trilharem seus sonhos profissionais, impulsionando o engajamento e a reten??o de talentos. Juntos, mais fortes: Gerentes e líderes, em sintonia, constroem times engajados e empresas vitoriosas!

Managers interact with employees on a day-to-day basis, providing guidance, support, and feedback. Positive and constructive interactions contribute significantly to employee morale and engagement. Managers translate the organization’s goals into actionable tasks and set clear expectations for their teams. When expectations are well-defined and achievable, employees are more likely to feel motivated and engaged. Managers have the opportunity to recognize employees’ contributions and provide timely feedback on performance. Recognizing achievements and offering constructive feedback can enhance employee satisfaction and engagement.

Ownership. An engaged employee is a person who believes they have skin in the game… they understand that the quality of their labor, creativity, ingenuity, ethics, diligence, their successes, and the failures, are the lifeblood of the business… they matter. The work relationship is symbiotic, a push and pull, ebb and flow, and engaged leaders guide behaviors, empower excellence, and influence outcomes. Inviting employees to the table to participate in deciding their work-life and work-cycle creates buy-in and commitment. Who knows their job better than they do? Engaged leaders listen to understand, educate where needed, remove obstacles, and turn their employees loose… always watching and ready to lend a hand.

Engagement is different for everyone, so involving employees is the only real way to design an engagement strategy that will resonate and stick. A foundation of trust is integral, however, as people will only willingly share their ideas and put their energy into improving their work situation if they feel psychologically safe to do so. That means some hard conversations with leaders about where they can let go of control, where they are willing to step back and empower others to design and own new ways of working.

Conducting questionnaires and surveys would be one of the best way to spur the employee engagement strategy. The more we ask for their opinions, the more they feel respected, concerned and belong to the organization. Employee engagement is a shared responsibilities and it will only be truly successful when both sides, employee and employer continuously support and involved.

There is a fine line between involving employees and absolving leadership accountability. Too often I have seen "people squads" set up in response to employee engagement surveys whereby leaders task a group of employees to define and deliver engagement initiatives. Does it work? It depends on the role of the leader(s). Leaders who listen, show commitment and take bold action to improve the working environment WITH employees improve engagement. Leaders who shift sole accountability for improving engagement to employees - in my experience - do not. Engagement is a two-way relationship and both parties need to be committed.

Individual employees can sometimes feel like the missing piece of an engagement strategy, which is often owned by leaders and HR. One way to involve employees is to give them personalised insights directly at the end of a survey or other listening activity. For example, employees can be directed to career resources or a wellbeing hub, depending on their feedback. You can spark behaviour change through this kind of approach and create impact immediately.

You can’t measure and evaluate what you don’t monitor. To get the full picture, you can’t just rely on numbers; you also need to listen to what people are saying in words and actions (e.g, turnover rates) as it relates to their perspective and needs. Once you collect the data, you must share it. Share what you find with your everyone —-leaders, managers, and team members. This helps everyone see what’s going well and what needs attention. And it’s not just about fixing problems; it’s also about finding opportunities to make things even better.

In addition to an engagement survey, we also host roundtables to share the survey feedback and have discussions on our lowest performing metrics. This gives us feedback and insight on what could be changed or integrated to make a positive impact to the team in the future.

Absolutely, I completely agree with the idea that employee engagement is a continuous effort. To further emphasize this, I'd like to highlight the significance of fostering a culture of open communication within the organization. When employees feel heard and valued, it can significantly boost their engagement levels, leading to positive outcomes in all the areas mentioned. Additionally, setting clear goals and aligning them with individual employee objectives can be a powerful tool in enhancing engagement.

Monitoring engagement is key - as we may employ various engagement activities but not everything may yield results in the intended direction. Monitoring before and after data and metrics will showcase the impact of the engagement and based on which, we can further extend , discontinue or alter the engagement plan.

Monitoring engagement is one data point. If there are no actionable items that result in change and include the people that provided the feedback, it’s a futile exercise.

Focusing on how employees experience their work is key to their success. The world, and work, are constantly changing. It is our job to ensure we continuously evaluate how those changes impact our employees' experience. Finding ways for employees to connect to their work with purpose and creating the environment for them to thrive in this ever-changing world deliver a culture of success.

Engagement isn't static; it's as fluid as a companies culture. Celebrate the wins. If a new mentorship program skyrockets engagement, celebrate it But, if it doesn't launch like you hoped, pivot and adjust. Always maintain this mantra: "Our approach to engagement last year worked...but is it still working?If it's not then let's evolve".

Employee Engagement is a collaborative effort from all stakeholders within the organization. From Top Leadership to Business Leaders, to Line Managers, HR and employees themselves. It is important to define the engagement pillars and make it known to all, so that all parties know the role they play. Engagement pillars such as Meaningful work, Open communication, Line Manager affinity, inclusion, collaboration, decision making, work life balance, capacity building, knowledge and competencies, wellness and wellbeing etc It is important to ensure that all activities lined up across the pillars are being monitored and that feedback is gotten on a consistent basis, to identify areas where there are gaps, for the necessary interventions.

One of the effective ways to enhance employee engagement is to form an Emp Engagement committee. They may help in ? planning and implement activities designed to engage and motivate employees. ? create a positive and productive workplace culture. ? work on strengthening the employer's relationship with its employees. ? making employees' voices heard by their leaders. ? celebrating employee accomplishments, ? fostering work-life balance, and ? planning team-building events, among other things.

I see the most challenging part in raising employee engagement is setting a middle ground between all different cultures and try to make all business member focus on one target. That target has to be a motivator for business goals and employees personal goals and growth too . Every one has to see himself as a family member, family which will not let him down, will always develop him. In the way the family itself should grow and success .

How we bonus and compensate managers as well as senior leadership matters. This subconsciously or consciously becomes their focus, so the touchy feely things that lead to intrinsic motivation are sometimes pushed aside as we just work to hit these less than scientific metrics of our individual or team performance. Our obsession with output removes the need to focus on engagement or turnover because we cannot clearly tie the impacts of either on the individual, team and organization. Creating a common language as to how a company defines and measures engagement is critical while also considering altering performance bonuses to expand and incorporate the expanded definition into the measurement and associated compensation to prioritize.

By the people, for the people, of the people is a wonderful maxim to abide by when trying to enhance the employee experience and engagement. Involve the teams to understand their experiences and expectations, allow them to share stories across the board, create groups that make them a part of the larger group and empower them to suggest and often implement the changes. HR is a facilitator, creating safe spaces for these to happen and allowing the employees themselves to get credit for changes where it has impacted positively.

Actively participate in engagement initiatives, be accessible, provide recognition and feedback, promote work-life balance, maintain transparency, and prioritize continuous learning. Modeling this behavior reinforces that employee engagement and accountability are not just slogans but core values deeply embedded in the organization's culture. Trust is built, motivation is nurtured, and employees feel valued and heard when HR leaders lead by example.