What drives employee engagement?

Here are a few things you can do to drive employee engagement. 1. CARE about your employees. Build relationships. Understand their needs. If they need to take off to their kids soccer game, be considerate. 2. Encourage them. Be in their corner. 3. Help them GROW. Provide training and coaching so they can gain the skills needed to grow in their career. 4. Provide advancement and opportunities. 5. Spend one on one time with them at least once/week. 6. Celebrate their wins, regularly. Acknowledge a job well done.

To enhance employee engagement, consider fostering a positive work environment, providing clear communication, offering professional development opportunities, recognizing achievements, and encouraging a healthy work-life balance. Regular feedback, team-building activities, and promoting a sense of purpose can also contribute to higher employee engagement. These measures are commonly recognized as effective ways to drive employee engagement. However, the specific strategies may vary based on the unique needs and culture of your organization. Regularly assessing employee feedback and adapting your approach can help tailor engagement efforts for optimal impact. At Gleneagles Bengaluru, we bring all this to life in a very unique way.

Engagement is much bigger than 12 questions, of course. But 12 questions asked consistently across a variety of organizations are very useful. First, employees don't like large surveys. So limiting to 12 areas ensures surveys won't be too time-consuming. Second, it allows your organization to compare itself to a large database of other similar organizations.

Employee Engagement is a process of come in and come out. Employee only engagement only when they feel they are safe and balance and belongs. We only can engage the match people but not the strong hero. From recruitment process, besides skills is culture match unless hiring manager must face the leave of teammate. Top Head must understand clearly organize culture and educate down to team unless event top head do not belong to company and company should let them go. There is only around 60% or less staffs of company follow the company culture then keep them because they can make more money other 40% give them opportunity to share to fit around 12 months, if they cannot find some same point, take not match people out.

Employee engagement is driven by: Meaningful Work: Employees find purpose and connection in their tasks. Recognition: Regular acknowledgment and rewards for contributions. Growth Opportunities: Access to training and career advancement. Effective Communication: Open dialogue and feedback channels. Supportive Leadership: Managers who inspire, support, and mentor. Work-Life Balance: Flexibility and understanding of personal needs. These factors create a motivated, committed, and enthusiastic workforce.

Effective Communication is the fuel for any employee engagement. Important to remember that communication is non-linear (multiple conversations held together by a common thread), multi-directional (up, down & across levels and silos), and cross-dimensional (recognize the person behind the professional as well)

The word 'enablers' shows that this process is in partnership between the business and the employee, which gives the employee the opportunity to grow their own engagement in a way that means something to them. These enablers encourage communicating the company story, allowing employees autonomy in their role, recognition of everyone as an individual, the development of trust between both parties and a culture of value led behaviours. All vital elements in supporting an engaged workforce. It's important to remember that this is not just a policy or an annual check-in, this is an everyday living breathing component of the business. It has to be in every process or conversation from the top right through to the newest members of the team.

The Four Enablers from the Engaging for Success Report, (also known as the MacLeod Report) are excellent for determining engagement at an organisational level. 1. Strategic Narrative is the past-present-future of the organisation. It's the story that tells the purpose, the history, and the current objectives, which shape behaviour. 2. Engaging Managers is where most engagement happens! At the team level is where 70% of engagement variance is determined. 3. Employee Voice is more than a survey. It's about continued improvement. Managers must be excellent at listening. 4. Organisation Integrity is about trust, and doing what you say you'll do. This must be preserved at all costs, else employees lose faith.

This model is a great framework when educating managers on engagement. You can use this framework during development conversations with employees and ask them to rate on a scale from 1 to 10 each component. For example on autonomy you can ask: On a scale from 1 to 10, how would you rate the balance between guidance you receive and the autonomy you have in owning your work? Then, discuss about what is working and what could be improved. Ask: How could we make it a 10? This coaching posture helps create a safe space where employees feel heard and can share their thoughts and identify actions to take to increase engagement.

At the end of the day, in order to foster engagement and ultimately, a sense of Belonging, there must be Psychological Safety. The SCARF model allows us to become more mindful of possible threats to our employees. We want our people to engage us, and not run away from us. Employees have to be able to trust that they can invest themselves in the work and other people, without any fear of losing themselves or their security.

The "R" in SCARF is for relatedness, which is often undervalued in the context of employee engagement. Humans fundamentally want to belong. A recent study from Gallup (released April '22) revealed that having close friendships at work increased likelihood to recommend their workplace, their intent to stay, and their overall satisfaction with their workplace. So, as much as we think we should encourage employees to leave personal lives at the door, this serves as a good reminder that friendships with co-workers positively impacts employee health and organizational health.

Le modèle SCARF permet de comprendre quels sont les états de tension internes les plus importants dans nos organisations et chez chaque employé. Permettant ainsi de faire des passerelles dans notre pratique managériale et RH. Le statut revient à parler de la revendication de soi et être reconnu pour, c'est lié à la sérotonine, le neurotransmetteur majeur à préserver dans vos équipes. Attention en revanche à bien saisir que la personne a besoin d'être reconnue dans sa revendication sinon la sérotonine ne sera pas délivrée... Qui reconnait et comment le reconnaitre sont les 2 questions principales à se poser.

Applying the SCARF Model involves understanding the social needs that influence employee behavior and tailoring strategies to meet those needs. Regularly assess the workplace environment and seek employee feedback to identify areas where improvements can be made. By addressing the elements of the SCARF Model, you can create a more engaging and positive work environment for your employees.

The Three Elements are Autonomy, Mastery and Purpose. They are based upon Self Determination Theory, and plainly put, are as follows: 1. Autonomy means people have choice. Things aren't done TO them. This be achieved by allowing people to job-craft, and adapt their job role and environment to themselves. 2. Mastery, also known as "Competence", is that people can become good! Encourage people to do what they do best, and then offer training to help them get better! 3. Purpose, also known as "Relatedness", is that one is doing something meaningful. Having a very clear strategic narrative, and showing how each person impacts the organisation's goals, is a powerful way to fulfil this desire.

Tout part d'une motivation intrinsèque car ce sont des états de tension interne qui nous mettent en mouvement. Par contre, le déclencheur qui crée cet état de tension peut en effet être extrinséque. Attention toutefois quand on parle d'autonomie, cela ne marche pas s'il y n'a pas de reconnaissance en face. L'autonomie est en fait la possibilité de pouvoir se revendiquer tel qu'on le veut au travail, mais si nos actions ne sont pas reconnues, nous n'aurons pas de satisfaction et nous ferons de moins en moins d'efforts.

The key to engaging employees is giving them a clear sense of purpose, and aligning their personal goals with the organization's objectives. Without this alignment, achieving full engagement is challenging. As leaders, it's crucial to create a supportive framework that ensures employees feel secure, empowered, and accomplished. I recommend implementing the three-engagement model: Autonomy (control over work), Mastery (opportunities for skill development), and Purpose (connecting work to a meaningful cause). This approach fosters motivation and fulfillment, acknowledging the importance of a purpose-driven and empowered workforce for sustained organizational success.

Daniel Pink's book was based on the research of psychologists Deci and Ryan. Their Self-Determination Theory and Cognitive Evaluation Theory form the foundation of much of our current understanding of motivation.

Employee engagement is more than just participating in activities; it encompasses an employee's overall experience while working for an organization. Culture and leadership directly affect employee engagement, so providing an increasingly better experience is essential. Various factors, including leadership, culture, organizational structure, learning and development, inclusion, employment brand, and tools, can impact the employee experience. Personalizing experiences and fostering a culture of inclusion and belonging is essential.

The Four Drivers is very good a high level organisational view of engagement. 1. Engagement Outcomes need to be known! Engagement is not an end in itself, and a business will need to be clear how engagement makes a difference 2. Engagement Drivers need to be available to all personnel. Ask managers to score what drivers their teams have for a good picture. 3. Work Experience is really about the daily interactions with people and tools. The gatekeeper to this is the manager, who will set the tone of a team. 4. Finally, Organisational Context is an often neglected factor that must be carefully viewed. Engagement is never in a vacuum.

All aspects are covered in the article and all the contributors who have provided more insights. It is to be realized that the employee engagement process lies majorly with individual managers. Each manager should acknowledge that apart from the organization head, their role is a key driver in the entire process. Having realized this, each manager should find out their own innovative ways (within the framework of the organizational guidelines) to keep the team spirit high. Each manager should realize that a certain quality time (even though short) should be dedicated towards the process. It is also important for the manager to device their own way of measuring the impact of their efforts in the process.

If you want to drive employee engagement, you have to simply focus on the uniqueness of the employee. You can have all the assessments, benefits, programs, and team-building exercises in the world, but if you don't connect with each employee on an individual basis it doesn't really matter. Finding out how to allow each unique individual can contribute with their strengths, and meeting with them one on one weekly to see how you can support them. That's how you create great employee engagement. Then the other things are just icing on the cake.

If you look at what drives engagement at work it is ultimately when employees are thriving. All of the psychology research points to 6 factors that mean people can thrive. The PERMAH Model (Positive Emotions each day, Engagement,Relationships, Meaning, Accomplishments and Health) describes these factors in depth. Some are factors employers can directly impact (meaningful work, giving a sense of accomplishment, creating a healthy safe workplace) but others are often driven by the employees wider circumstances (relationships finances , lifestyle etc). Employers need to pull on the levers they control but should also be aware that this may not always drive engagement.

Various factors drive employee engagement. I will talk about new strategies to drive employee engagement. 1. Regularly check employees' well-being and mental state at work. This helps analyse whether employees are actively working or are feeling burdened with pressure and stress. 2. Incentivising employees for survey participation is a great way to drive employee engagement. 3. Recognise and reward employees for their contributions. 4. Conduct activities that strengthen teamwork and productivity.

Basic fundamental key drivers of employee engagement not mentioned above: - Strong effective leaders who provide clear direction, foster trust, and fuel engagement. - Open and transparent organizational communication that includes constructive feedback on performance and recognition/appreciation. - Offering clear paths for advancement, including training and development opportunities. - Fair and competitive compensation with annual raises and bonuses when warranted. - Prioritizing and investing in employee well-being along with offering flexible and reasonable work hours. - Proper hiring and team building because employees who feel connected to their colleagues and work well together are more likely to be engaged in their roles.