There’s No Magic Pill: Misconceptions of Employee Engagement

I had an interesting experience a couple years ago while I was teaching an Employee Engagement class at a local university. It was a full class with a good mix of people from different companies and a broad spectrum of titles. I was extremely pleased with the group interaction (you never know how people will get along), and the progress we were making.

I wrapped up the day-long session with one question…” What was your #1 takeaway from the session that you can implement when you go back to work?” As the class participants shared their thoughts some very common themes emerged, until I got to the last person (ironically, an HR Director). Her reply was… “I got nothing from the class today.”

Common Themes
+ Relationships..  Foster productive relationships with coworkers and management.
+ Techniques..  Educate supervisors and managers in techniques that are most likely to make employees feel engaged.
+ Growth Opportunities..  Consider professional development and continuing education an integral part of employee training.
+ Ongoing Training..  Require engagement competencies as a crucial part of management training.
+ Measure Success..  Develop meaningful ways to measure employee engagement.
+ Company Culture..  Build employee engagement practices into the organization’s core values.

​Based on the expressions from the others in the room, I was not the only one confused by her answer and on further questioning I learned she was looking for something that just doesn’t exist – the key, the magic pill, the one thing that would fix everything.

Employee Engagement is not about what you do to your employees, but rather it is about the culture you (mostly leaders) create. Employee Engagement is a result of an employee’s perception of belonging, contribution to the business, and (especially for millennials) ability to make a difference.

One of the most important factors that drives Employee Engagement is the employee/manager relationship. A good relationship leads to a positive feeling of connection to the organization. A less than satisfying relationship with a manager often leads to less than satisfied employees.

Employers that encourage managers to develop engaging relationships with their employees more often than not see a higher level of Employee Engagement. Mutually satisfying relationships generate a culture where employees feel invested in the success of the organization, management, their coworkers, and, ultimately, themselves.

The most successful organizations have well-thought-out programs that present employees with the opportunity to make a difference.  Whether it is within the organization =or the surrounding community, providing opportunities for employees to connect each segment to form a cohesive-whole fosters an environment of Employee Engagement. 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.