Myth #2: To achieve employee engagement, you need to follow a mathematical sum designed for the purpose by someone who knows better

Employee engagement isn’t quantum physics. Sure, it’s possible to describe how engagement – or rather behavioural change – works in terms of complicated equations. But is that getting us anywhere? 

Consider this. Just 8% of British employees are engaged at work, according to a Gallup survey.

Maybe, just maybe, engagement isn’t working because it’s considered incomprehensibly complex. Instead of instigating action, all the equations and reams of research only serve to ensure that employers feel confused to the point of paralysis.

Consequently, employee engagement 1.0 (the once a year survey) prevails.

But, believe it or not, employee engagement 2.0 is within the reach of every organisation. This is the kind of engagement that doesn’t just tick a box. Instead it helps build trust. And, as the Edelman Trust Barometer points out year after year, trust represents the lifeblood of successful business.

This kind of employee engagement (the tangible kind) is built upon the most basic of strategic communication approaches: namely, listening to your people. Not just once a year, but regularly and in various different ways. You need to find out about their motivators and stressors in order to design a strategic communication plan that will not only help drive employee benefits usage and value, but that will also help support overall business goals and objectives. 

Of course, employee engagement extends far beyond employee benefits. But in order to get started you have to hang your hat somewhere: ideally somewhere that has the potential for a positive impact on employee health, wealth and happiness – in turn, bringing tangible benefits to business. 

So, what better place to start than reward and benefits. Evidence outcomes to the board here, and then look to gain the budget and resources to apply engagement principles to other parts of the business.

The practicalities: how to listen & react

Most HR tools or platforms already have feedback systems in place. They’re really useful and should certainly be utilised. But it’s important to strike a balance with more ‘human’ methods of communication too – forums, town halls, brown bag lunches or simply ensuring line managers and senior leaders are visible and approachable.

Over-reliance on digital tools dehumanises employees. Plus, we all have our information consuming preferences. A big part of strategic communication is not only listening to your people but acting upon those insights: tailoring messages and communication media to different audiences.

Unfortunately, the people who are best placed to help with employee engagement are, at present, the people farthest removed in most organisations: namely, internal communication professionals. 

Until companies realise the value that strategic communication can bring to business, these talented individuals will be forever focused on firefighting. And, when something strategic is required, will typically find themselves completely over-looked in favour of outside consultancies.

Any HR department, adviser or employee benefits consultancy that wants to make real in-roads should be bringing in such individuals from the get-go.