Most business leaders know the term “Employee Engagement,” but many misunderstand what it really means and how is it achieved. The term goes back 30 years to the findings of William Kahn’s 1990 study, Psychological Conditions of Personal Engagement and Disengagement at Work, and the research into human motivation by psychologists Frederick Herzberg, Richard Ryan and Edward Deci.
What started as “employee satisfaction” then “employee commitment,” has evolved into something more comprehensive. Increased competition and the shift from a manufacturing economy to more of a value-added service-based economy, has forced employers to think differently about what kind of workplace culture they can create to allow them to be more flexible, leaner and more competitive.
The definition we use with our clients is simple.
Employee Engagement is all about people. It is characterized as a feeling of commitment, passion, and energy that drives employees to go above and beyond the basic requirements of their jobs.
Although simple, its importance should not be minimized in any way particularly if you take into account the direct correlation between highly engaged employees and highly satisfied customers. Increasing employee engagement is not complicated, however it does require a clear understanding of its anatomy and a disciplined effort by organizational leaders to make it happen.
| Myth | Fact |
|---|---|
| 1. Employee engagement is something you do to your employees. | 1. Employee engagement is NOT something you do to your employees. It is the result of the leadership behavior within an organization that creates the climate where people feel engaged. |
| 2. Employee engagement is the same as employee satisfaction. | 2. It is NOT the same as employee satisfaction. Yes, engaged employees are satisfied employees but it goes further. An employee who fulfills the obligations of their job may be satisfied, but going the extra mile requires a deeper level of commitment. |
| 3. Motivation equals employee engagement. | 3. It is NOT motivation. A motivated employee Motivation is a component of employee engagement and a result of engagement in one’s work, however motivation does not guarantee action. I may be motivated to go to the gym more, but that doesn’t mean I will. |
| 4. Perks create employee engagement. | 4. It is NOT about the perks. Free coffee, soda, and gym memberships are a generous offering and will likely add to the value of the employee experience, but it doesn’t drive commitment, passion, or energy. |
What’s Most Important
Although it is nearly impossible to guarantee that every employee will be 100% engaged, there are strategies that an organization can use to ensure the most favorable outcome for their employees and the company.
Among these strategies, organizations…
- Foster productive relationships with coworkers and management.
- Educate supervisors and managers in techniques that are most likely to make employees feel engaged.
- Consider professional development and continuing education an integral part of employee training.
- Require that engagement competencies are a crucial part of management training.
- Develop meaningful ways to measure employee engagement.
- Build employee engagement practices into the organization’s core values.
Successful organizations have well-thought-out programs that are designed to promote Employee Engagement. These programs present employees with the opportunity to make a difference within the organization and/or the surrounding community; connecting each segment to form a cohesive whole. Even during times of organizational or personal turmoil, engaged employees are the most likely to remain productive, responsible, active, passionate, enthusiastic, involved, and motivated; all adjectives that signify retention and success.
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We know that every company has a unique set of challenges. Our perspective can help simplify what needs to be improved and our time-tested methods can provide clear steps toward your performance goals. Contact Liddell today.