Why Engagement levels aren't increasing?
With so many organizations focusing on engaging their employees, the
question that frequently troubles our minds is: "Why aren't engagement
levels across the world increasing?"
Gallup sees a clear divide emerging within the engagement industry.
On one end there are scientifically and experientially validated approaches
that lead to changes in individual and business performance, supported
by strategic and tactical development and performance solutions that
transform organizational cultures. And on the other,unfocused annual surveys
and a multitude of workplace dimensions that often have limited alignment with
other business objectives and can be difficult to take action upon after receiving results.
In reality, when companies focus exclusively on measuring engagement rather than
on improving engagement, they often fail to make necessary changes that will
engage employees or meet employees' workplace needs.
These shortcomings include:
•viewing engagement as a survey/program instead of as an ongoing, disciplined
method to achieve higher performance
•focusing more heavily on survey data or reports than on developing managers
and employees
•defining engagement as a percentage of employees who are not dissatisfied
or are merely content with their employer instead of a state of strong employee
involvement, commitment and enthusiasm
•relying on measures that tell leaders and managers what they want to hear
•Not treating employees as stakeholders of their future and their company's future
These flawed approaches pose significant barriers to improving engagement,
increasing performance, promoting manager development and achieving lasting
change. Then where does the solution lie?
By studying and working with highly engaging and high-performing organizations,
Gallup has identified five best practices that improve engagement and performance:
1.Integrating engagement into the company's human capital strategy.
2.Using a scientifically validated instrument to measure engagement.
3.Understanding where the company is today, and where it wants to be in the future.
4. Looking beyond engagement as a single construct. Engagement isn't determined
by an abstract feeling; it's the result of concrete performance management activities,
such as clarifying work expectations, getting peoplewhat they need to do their work,
providing development or promoting positive co-worker relationships.
5.Aligning engagement with other workplace priorities.
Creating a culture of engagement requires more than completing an annual employee
survey and it requires a company to take a close look at the critical engagement elements
that align with performance and with the organization's human capital strategy.
Managers and leaders should keep employee engagement top of mind -- because
every interaction with employees can have an impact on engagement and organizational
performance.
--Employee engagement is a challenging task for employers. Are employees are taking care of their responsibilities...--EDUCATE, EMPOWER, ELEVATEProf. Bholanath DuttaFounder & PresidentMTC Global: A Global Think Tank inHigher Education, ISO 9001: 2008Partner: UN Global Compact I UN Academic ImpactCell: +91 96323 18178 / +91 9964660759
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