5 Strategies for an engaged workforce (part 2/2)

In our previous article (link ), we discussed the strategic importance of an engaged workforce. Now, let's dive into the practical steps companies and their teams can take to boost employee engagement, increase sales and profits, and cultivate a happier, more productive work environment.

This article will outline five proven strategies to improve employee engagement, based on insights gathered during two workshops we hosted in Shibuya, Tokyo, as well as conversations with over 30 corporate partners. These strategies have already been implemented successfully by organisations around the world and offer practical, field-tested approaches.

The five areas we'll explore are:

1. The Manager as the Linchpin: Examining the crucial role managers play in driving employee engagement.
2. Breaking the Participation Echo Chamber: Fostering broader and more diverse participation.
3. Remote Work and Connection: Maintaining strong connections in a distributed work environment.
4. The Wellbeing-Engagement Nexus: Understanding the link between employee wellbeing and engagement.
5. Leveraging Technology for Engagement: Exploring how technology can enhance employee engagement efforts.

By implementing these strategies, organisations can unlock the full potential of their workforce, leading to tangible business outcomes and a more positive, fulfilling work experience for all. Let's dive in and explore each of these approaches in detail. We will also be sharing some case studies from Hatch Enterprise UK and ETIC (Entrepreneurial Training for Innovative Communities) on how they're engaging staff from corporate partners.

1. The Manager as the Linchpin

Workshops held in Tokyo by ETIC highlighted the significant role of managers in driving engagement, with Gallup’s report indicating that managers account for 70% of the variance in team engagement. However, there is often a gap in understanding the benefits of employee engagement, particularly regarding social initiatives.

Solution and Implementation

How to Implement:

1. Manager Training Programmes: Develop comprehensive training programmes that educate managers on the strategic importance of employee engagement. This includes understanding the business benefits of social initiatives and how these can enhance team morale and productivity.
2. Active Manager Involvement: Encourage managers to take an active role in engagement initiatives, whether through direct mentoring, participating in CSR activities, or leading by example in volunteering efforts.
3. Incentivisation: Consider linking managerial performance reviews and incentives to the success of engagement initiatives. This creates a direct connection between managerial success and employee engagement outcomes.

2. Breaking the Participation Echo Chamber

A recurring theme in our workshops was the challenge of expanding participation beyond a core group of engaged employees. Leaders in the field tackle this by diversifying engagement activities to appeal to a wide range of interests. For instance, they create networks of "volunteer champions" who help lower barriers to participation and effectively utilise internal communications to create a cohesive narrative around their mission.

Solution and Implementation

How to Implement:

1. Volunteer Champion Networks: Establish networks of volunteer champions within the organisation. These champions can be tasked with encouraging participation, sharing success stories, and lowering barriers to involvement.
2. Internal Communications Strategy: Develop a robust internal communications strategy that leverages newsletters, videos, and social media to promote engagement activities. Ensure that these communications are tailored to different employee demographics to maximise reach and impact.
3. Diverse Engagement Opportunities: Offer a variety of engagement opportunities that cater to different interests and skill sets. This could include virtual volunteering, in-person events, or skill-based projects.

3. Remote Work and Connection

The rise of remote work has introduced new challenges in maintaining employee engagement. While Gallup’s report highlights loneliness among remote workers, our workshops revealed that some companies are using volunteer opportunities to enhance engagement among remote employees. Hatch and ETIC have successfully integrated virtual mentoring opportunities, keeping remote employees connected and aligning their roles with the organisation’s mission.

Solution and Implementation

How to Implement:

1. Virtual Engagement Platforms: Invest in virtual platforms that facilitate remote volunteering and mentoring. These platforms should be user-friendly, accessible, and integrated with the company’s broader engagement strategy.
2. Remote Participation Incentives: Offer incentives for remote employees to participate in engagement activities. This could include recognition programmes, professional development opportunities, or even small financial rewards.
3. Hybrid Engagement Models: Develop hybrid models that combine virtual and in-person engagement opportunities. This allows for flexibility and ensures that all employees, regardless of location, can participate meaningfully.

4. The Wellbeing-Engagement Nexus

Engaged employees report significantly better mental health and overall life satisfaction. Leaders in the field go a step further by measuring the impact of their engagement initiatives on employee wellbeing and job satisfaction, ensuring that their programmes focus on meaningful impact. Starting to measure engagement activities can be both exciting and scary and Peter Drucker is often quoted as saying, "You can't manage what you can't measure", it should be taken as a "journey", with improvements made over time as opposed to wanting to design a 'perfect system' from the outset. To the contrary, trialling and experimenting with activities, measurements and feedback, can be much more interesting and engaging, for all stakeholders.

Solution and Implementation

How to Implement:

1. Wellbeing Metrics: Implement robust metrics to track the impact of engagement activities on employee wellbeing. These metrics should be integrated into regular employee surveys and reviewed quarterly to identify trends and areas for improvement.
2. Comprehensive Wellbeing Programmes: Develop comprehensive wellbeing programmes that incorporate engagement activities as a core component. These programmes should address physical, mental, and emotional health, and be accessible to all employees.
3. Feedback and Adjustment: Establish feedback mechanisms that allow employees to share their experiences and suggest improvements to engagement initiatives. This ensures that the programmes remain relevant and impactful.

5. Leveraging Technology for Engagement

Large multinationals are uniquely positioned to utilise advanced technologies for engagement. However, our workshops highlighted challenges with global databases for tracking social contributions. During the workshop, Dirk Bischof mentioned Benevity , as one possible route to track corporate volunteers that can also unlock corporate and individual employee giving as part of the engagement with social sector organisations through mentoring or general employee volunteering programmes.

Solution and Implementation

How to Implement:

1. Integrated Engagement Platforms: Invest in integrated, user-friendly platforms that track and promote engagement activities across global offices. These platforms should allow for real-time updates, easy access to resources, and clear communication channels.
2. Data-Driven Decision Making: Utilise data analytics to assess the effectiveness of engagement initiatives. This data can be used to make informed decisions, adjust strategies, and ensure that engagement activities are aligned with business goals.
3. Global Consistency with Local Flexibility: While technology can ensure consistency across global operations, it is crucial to allow for local customisation. Engagement platforms should be adaptable to different cultural contexts and local needs.

Strategic Recommendations for Corporate Leaders

Drawing on the successes of Hatch Enterprise and ETIC, here are several strategic recommendations for corporate leaders aiming to enhance employee engagement:

1. Align with Meaningful Causes: Programmes that resonate with employees’ values, such as Hatch’s focus on supporting female entrepreneurs, are more likely to drive sustained engagement. Employees want to feel that their work contributes to something larger than themselves.
2. Foster Cross-Sector Collaboration: Partnerships between corporations and social enterprises, as seen with ETIC, can provide employees with opportunities to develop new skills and perspectives, which are beneficial both personally and professionally.
3. Measure and Communicate Impact: It is essential to track and communicate the outcomes of engagement initiatives, not just in terms of participation rates but also in terms of social impact and employee wellbeing. This helps to reinforce the value of these initiatives and keep engagement levels high.
4. Leverage Technology for Global Engagement: Large multinationals can utilise advanced technologies to track and promote engagement activities across their global offices, ensuring alignment and accessibility for all employees, regardless of their location.
5. Incorporate Cultural Intelligence: Given the stark differences in engagement levels across countries, a one-size-fits-all approach is unlikely to succeed. Instead, companies should develop a global engagement framework that allows for local customization, informed by cultural intelligence training for HR and leadership teams.

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Here are 2 case studies from Hatch and ETIC on how they engage with corporate partners.

Case Study 1: Hatch Enterprise’s Female Founders Programme

Hatch Enterprise’s Female Founders Programme is a compelling example of how aligning corporate engagement with social impact can drive both business and societal value. This programme supports women entrepreneurs to launch and grow impactful businesses, particularly working with founders from underrepresented backgrounds. The programme provides business education, mentorship, and resources alongside a supportive community.

Solution and Implementation

Corporate partners engage with Hatch’s female founders through a variety of initiatives, such as mentoring, coaching, and participation in pitch events like Demo Days. These interactions foster deep connections between corporate employees and female founders, bridging gaps between different sectors. For corporate participants, this involvement enhances job satisfaction and offers new insights that can be applied in their work environment.

One participant shared about his mentee: “I feel privileged to have played a very small part in her journey so far. It’s been an incredibly rewarding experience for me.”

How to Implement:

1. Structured Mentorship Programmes: Corporations can set up structured mentorship initiatives that match employees with female founders. These programmes should include clear objectives, regular check-ins, and feedback loops to ensure mutual benefit.
2. Pitch Days and Demo Events: Encourage corporate involvement in pitch days, where employees can offer critical feedback and coaching. This not only benefits the founders but also gives employees a chance to develop skills in leadership, communication, and business analysis.
3. Expertise Clinics: In-person event days where groups of participants can work together with an entrepreneur to tackle a business challenge they are facing. This is a great way to build teamwork within staff groups and increase employee confidence.

Case Study 2: ETIC – Empowering Young Entrepreneurs in Japan

ETIC, a Japanese non-profit organisation, provides another exemplary model for meaningful employee engagement. ETIC focuses on nurturing the next generation of social entrepreneurs in Japan by involving corporate employees in mentoring and supporting young entrepreneurs.

Solution and Implementation

ETIC’s approach is particularly effective in Japan’s traditional corporate culture, where engagement levels are low. By involving employees in mentoring social entrepreneurs, ETIC creates a direct link between their work and broader societal impact.

How to Implement:

1. Skill-Based Volunteering: Companies can establish skill-based volunteering opportunities, where employees use their professional expertise to support young entrepreneurs. This approach not only enhances employee engagement but also helps in the personal and professional development of both the employee and the entrepreneur.
2. Corporate Social Responsibility (CSR) Integration: Integrate ETIC’s model into the broader CSR strategy of the company, ensuring that social impact is aligned with business goals. This alignment ensures that employees see the relevance of their contributions to both the company and society.
3. Feedback Mechanisms: Establish feedback mechanisms to assess the impact of these engagements on both employees and the entrepreneurs they support. Regular reviews and adjustments to the programme can ensure its continued relevance and effectiveness.

We hope that this short LinkedIn Article series was useful for you and we're keen to understand what you might be trying to continue to engage employees at work.

—---------—---------—---------—---------—---------—---------—---------—---------—---Article written by: Dirk Bischof & Mitsuhiko Yamazaki

Dirk Bischof: Founder and CEO, Hatch Enterprise (UK)

Since 2013, Hatch has been a leading enterprise support provider, nurturing entrepreneurial talent across the UK. Each year, we engage with over 1,000 founders, catering to various stages of business development, from ideation to growth. To date, we have empowered over 9,000 founders through our programmes and events, cultivating a vibrant ecosystem of innovative businesses.

Mitsuhiko Yamazaki: Director of International Partnerships, ETIC (Japan)

ETIC, a Japanese non-profit organisation, provides another exemplary model for meaningful employee engagement. ETIC focuses on nurturing the next generation of social entrepreneurs in Japan by involving corporate employees in mentoring and supporting young entrepreneurs.

For further reading on this topic, you can explore these sources:

1. Gallup’s research on employee engagement and its impact on performance: https://www.gallup.com/workplace/236927/employee-engagement-drives-growth.aspx ?
2. Gallup’s perspective on building a performance-driven culture: https://www.gallup.com/workplace/354842/organizational-culture-paper.aspx ?
3. "Creating Shared Value" by Michael E. Porter and Mark R. Kramer discusses how employee engagement can drive business success, including improvements in stock performance:” https://www.communitylivingbc.ca/wp-content/uploads/2018/05/Creating-Shared-Value.pdf ?