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Wednesday, May 31, 2017

[MTC Global] Why Engagement levels aren't increasing?

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.


Prof A Jagan Mohan Reddy,
Symbiosis Institute of Business  Management,
Symbiosis International University
Survey Number 292,Off Bangalore Highway,
Nandigama Mandal,Mamidipalli Village,
RangaReddy District-509217,
INDIA
Hands that serve are holier than the lips that pray

On Thu, Jun 1, 2017 at 11:09 AM, Prof. Bholanath Dutta <bnath.dutta@gmail.com> wrote:
Employee engagement is a challenging task for employers. Are employees are taking care of their responsibilities...



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EDUCATE, EMPOWER, ELEVATE
Prof. Bholanath Dutta
Founder &  President 
MTC Global: A Global Think Tank in 
Higher Education, ISO 9001: 2008
Partner: UN Global Compact I UN Academic Impact
Cell: +91 96323 18178 / +91 9964660759

 

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