Your organization is struggling with employee engagement. How can you turn it around?

Begin with this: - Identify if all the employees are getting the kind of work they were promised while being hired - Check if the company is able to carve out career paths for employees as they would like - Know if the company favours merit over presence: always make the company merit-first - Do the employees feel safe in the company? Safe to express their views/ Safety from any kind of harassment etc - Is there a vision for the company or does it change with time? Over time, employees will lose their motivation if the goal keeps changing. It's like expending your energy for something that's constantly moving. Answer all of these to take employee engagement through the roof. :)

Fake engagement doesn't help. Most often, the lack of engagement is fundamental to the business/industry and its employees, their age, experience, and ambitions. So recognize and respect the reality. May be its not a problem that needs a solution. However, if you are lagging your peers, then one factor that helps in engagement is actually giving more freedom to employees to be disengaged, giving them space, rather than forcing them to somehow build a connection. Keep in mind, it is the employer or the organization that needs employees to be engaged, not the other way round. Engagement is at a higher level when the employees goals are supported by the employer, not when employees are simply given goals by the middle management.

We use the Entrepreneurial Operating System (EOS) Traction model for managing our work. Every Monday morning staff meeting begins with a personal recap of the weekend - any fun concerts, activities, movies, hikes, dinners, etc. Then we go around the table (staff of 10) and publicly review personal ROCKS (quarterly goals), and everyone can see and help one another with their priorities. There is individual accountability towards shared goals and outcomes where everyone feels engaged with the process and has a sense of purpose. Once a year, as a team, we determine our annual goals and how they align against our Mission and Values. This method gives individuals autonomy which they appreciate while making them feel vested in the outcomes.

A through review of each employees job description and it’s link to the overall outcomes of the firm are essential to ensure that employees are given ample opportunity to integrate into the “cultural of success” of the firm and not remain limited to the role of remaining parallel to it. Including each employee into the successes of the firm as a direct link to their function ensures engagement is beyond the surface of their role and connects deeper to their reason for being there every day.

From my experience employee engagement is usually driven by what the management does. When people get the idea that they don’t matter (eg their work lacks meaning or that their input isn’t welcome or that they won’t get recognized) they will slack off. How to improve? The first step is to grasp the issue. Get an anonymous 360 degree done. Talk to people. Walk around & observe the culture. The second step is much tougher. Management has to decide what to do. Often the issue is with management itself. Are they self aware? Will they do what’s best for the company? Will they fire mediocre managers?

Identifying the factors that affect employee engagement relies on a responsible relationship between the manager and his team. This identification is only possible if: - A climate of trust is established. - Clear communication is permitted. - Respect for diversity is accepted...

Design a survey to genuinely ask your people how to solve the current engagement issues, then actually listen! They have all the answers :)

The bridge between engagement and performance metrics becomes evident through rigorous analysis. Employee engagement directly resonates with KPIs such as productivity, quality benchmarks, customer satisfaction indices, retention rates, and ultimately, the bottom line - profitability. Aligning these metrics illuminates the tangible and intangible benefits stemming from engaged employees.

Occasionally, you may find that some employees have been assigned to groups where they do not fit, because, for instance, they are analysts and are working in a group with consulting background. In such cases, it is probably advisable to re-assign them in a group that better fits their skills

Compare our organization with the market. Look for companies with low average age where new trends on benefits, compensation and people culture are more common.

Solutions are not just top down. Employees must feel empowered with both time and budgets to genuinely propose and lead change. The smartest people are the ones closest to the front line, not the central command structure. Empower and encourage them to make the changes they need with genuine support from your leadership

It's been my experience that implementing solutions can be where organizations falter when engaging employees. After asking for feedback and identifying opportunities, there will be less engagement in the future if there is a failure to acknowledge the feedback received or a failure to communicate how that feedback will be considered when taking action.

In my experience, designing both “quick wins” and longer-term solutions are critical. While often necessary, culture transformation is time-consuming. For example, offering flexible working arrangements and delivering learning and development programs require resources that may take weeks/months to implement. So when I conduct quantitative surveys and qualitative focus groups, I always ask employees “what is one change the organization could implement immediately that would improve your work experience?” I then recommend that the organization select at least three and communicate their implementation as soon as possible. Employees have expressed that those quick wins made them feel seen/heard and signaled the beginning of a transformation.

A solution is not going to be effective unless you have the right enablers in place. And in my experience leaders are very often the enablers. Sometimes it is being proactive in supporting and deploying initiatives, sometimes it is getting out of the way of their teams so they can be empowered and feel autonomy. Often it is related to the basics of people feeling heard, that their manager knows and is interested in them personally and their contribution is seen. So never underestimate the power of leaders and don't waste time rolling out a new shiny engagement initiative if you don't have them on board, or at the very least recognising and agreeing with the issue you are aiming to address.

Sometimes simple solutions go a long way. If an organization is in the midst of a reorg or restructuring, then: - transparency from leadership in why changes are being made, what the desired outcomes are, and what impacts, positive and negative, are foreseen need to be communicated. - ongoing communication should not only be about the progress being made, but also offer ways for employees to express their thoughts and get answers to questions. - small group sessions to hear employees out and tactical action to help them navigate the day-to-day is also critical to sustain organization morale. - For leaders and managers, being empathetic, being transparent, and being available, will go a long way in helping employees stay engaged.

One of the primary challenges associated with monitoring the progress of employee engagement solutions can arise from the lack of effective measurement methods, misinterpretation of data, or the failure to refine strategies based on feedback. To mitigate this risk, we should establish clear and relevant metrics for measuring progress, regularly reassessing and refining measurement methods, incorporating feedback from employees and stakeholders, and being open to adapt strategies based on the data obtained. Ensuring that we maintain transparent communication about the results, both successes and failures, will help build trust and ensures ongoing engagement from all stakeholders.

Bajo mi experiencia sólo existe una supervisión efeciva cuando: 1?? Hay un marco de seguridad: hay confianza para decir las cosas y también todas las personas comparten los mismos indicadores. Todos saben lo que se espera de ellos (en forma, en número y en tiempo). 2?? Hay voluntad porque salgan las cosas. No que haya vencedores ni vencidos, más listos y menos listos. Sino que salga el problema. Bajo mi experiencia lo mejor es: 1?? Empezar todas las reuniones de seguimiento repitiendo el objetivo de la reunión. 2?? Tener reuniones de seguimiento semanal de máximo 15 minutos con todo el equipo. 3?? Mantener reuniones 1 x 1 diarias (o depende de la organización y el proyecto) de máximo 15 minutos. No es criticar. Es sacar el proyecto.

Try taking an agile approach to employee engagement. Ask employees about their jobs, their supervisors, their teams and the organization. Home some focus groups to help you dig deeper on the key opportunities. The identify 1-2 meaningful changes from the data — and make them. Make the changes. Repeat the cycle. Ask, Understand, Act. Throughout the cycle, communicate why you are asking, what you now understand, and what actions you are taking. I would start with doable and visible changes to build confidence that the organization can change, we can improve. Combat cynicism with authentic listening and action.

Le contr?le n’exclut pas la confiance. Nous devons pointer les réussites pour valoriser les membres de l’équipe. La valorisation est l’une des méthodes de fidélisation.

Watch the steps during the implementation phase and keep comparing with required approach. Add reporting mechanism which guarantee things done as per the agreed commitment.

La fidélité est un manque d’occasion. Nous devons en permanence s’informer et informer sur nos nouvelles méthodes. Pour apporter de la productivité, il faut que chaque personne se sente bien et respectée.

1. Enhance knowledge sharing. It is important for employees to know broader context in which they operate. Incourage culture of sharing important information. 2. Show and explain overall objectives that they contribute to. When you understand mission and how your work contributes to the achievement of goals, increases satisfaction. 3. Listen and mind what employees say. 4. Care about their personal growth ambitions. Assist them to grow competences that can lead them to new fields or positions. 5. Celebrate achievements. Note each small and big achievement and take time to celebrate together.

A couple of key examples we are implementing at my company to ensure employee engagement stays high... - Company wide quarterly updates to accomplishments againsts yearly goals - On boarding plans for new hires now include mentors - Implementation of an annual Emerging Leaders program - Employee recognitions/internal nominations - Quarterly tracking of employee accomplishments w/ managers towards individual goals w/ modifications if opportunities are not available

In many "employee engagement" efforts, the initial push for improvement often falters after the rush of expectations has diminished, or been supplanted by newer initiatives. Many organizations fail to include "sustain" phases (there should be more than one part of sustaining) since the effort is seen as "do it now". Plan for integration of the aspects that worked in the initial phase, adapt those that had some success but need some small changes to have a lasting effect, and remove/change those that did not achieve the desired or expected results. As the organization changes, the engagement processes (yes, plural) should change as well.

The commitment maintained in the long term, this is a great challenge. We usually work in our companies for a few years and all programs and actions designed to maintain commitment must be updated and renewed. Annually? It is very possible. In a differentiated way, it is very possible. With the same underlying message, with total security. People need activation, simplicity, attraction... and novelty to focus our attention. That is why programs to maintain commitment must deploy a renewal cycle, which "seems" that they are new, but which, in a transparent way, have the same purpose.

Create a welcoming environment People tend to be engaged when they feel the ownership of the place they work in. Don't expect people to be engaged while they don't feel comfortable coming to work. Loving the workplace, the culture and the business relationship with there colleagues are key factors that need proper attention prior to creating any engagement activities.

In this day of remote and hybrid workers, it is still important that leaders be visible and listen to employees. Try regular all hands employees with live question and answer sessions. Also, don’t be availed to get out and meet and greet employees.

Few things I have learned and implemented so far in my career is, A) Know your employees - What motivates them for example. B) Gain trust by being transparent and listening to take necessary required actions C) Approach them with empathy and kindness Where there is a trust, empathy and psychological safety environment there will definitely be a good employee engagement... My favourite quote in leadership is "You take care of your employees and they will take care of your customers"!..

Impact of leadership. Leadership is most often the leading cause of poor employee engagement. Effective leadership is integral to shaping employee engagement in an organisation. Issues like poor communication, lack of support, unclear expectations, and insufficient recognition contribute to dissatisfaction. Leaders should foster a positive work culture, provide clear direction, recognize contributions, and promptly address concerns. Prioritizing employee well-being and professional growth often leads to improved engagement. Active listening is crucial; leaders who encourage open communication, solicit feedback, and respond to concerns enhance trust and create a collaborative, positive work environment.

There are dominant cultures and sub-cultures in any organization and team. The regular cliques will often be the front runners in the organization, unintentionally shaping and solidifying the employee engagement index. A key aspect is to mix it up. As a leader you could consider creating space for those who are often overlooked to perhaps drive activities and programs. (The quieter people have the loudest minds). One size fits all are systems of the past I reckon. Drive programs that cater for an array of people of personality types and interest preference. Then as the leader, taxi among these programs and initiatives and show your public support and definitely don’t gravitate to your personal favorite type of initiative.