Do you know how engaged your employees are?
If your organization’s employee engagement mirrors results from the Gallup’s 2017 State of the American Workplace report, it’s just 33%.
That leaves a whopping 67% who are not engaged – including 16% who are actively disengaged. In fact, these employees may actually be working against your organization’s interests!
How do you think that affects your bottom line? Should it concern you enough to do something about it?
A number of business leaders in the Phoenix, Arizona area recently said, “Yes!”
These leaders joined me and my fellow executive panelists for AZ Biz Link’s June 25 Workforce Event, “Getting Real About Employee Engagement.” Our lively discussion illuminated several helpful insights from both the panel and attendees.
Below you’ll find some of our moderator’s questions and the key points I shared with the group that can help you improve employee engagement at your organization, resulting in a healthier and more profitable workplace!
What exactly is employee engagement?
There are dozens of definitions in academia and practice. The definition I use pulls from a few of these, primarily Kahn & Shuck:
In practice, many organizations define employee engagement based on employee discretionary effort, intent to stay, or survey scores. One way you can “see” engagement is through an employee’s attachment, and how that attachment transforms into commitment toward all things work-related.
What are the key drivers of employee engagement?
Employee engagement is driven by:
How can you tell if employees are engaged?
What are the top three reasons most organizations fail to address their employees’ engagement?
How do you influence senior leaders to make employee engagement a priority?
Is it possible to recruit and select for higher engagement?
A number of studies suggest that selection is key to engagement. In several of these studies, employees with higher EQ made for more highly engaged staff. Those who scored highest on “conscientiousness” on the Big 5 personality scale tended to aim for high achievement, while those who scored high on “open to experiences” tended to aspire to self-actualization.
But before you start selecting for engagement, you need to have a clear sense of your organizational culture and values. Only then can you begin to ask questions that help you – and your candidates – determine if there’s a mutual fit for high engagement.
What are three best practices you would recommend to leaders who want to start improving employee engagement today?
My greatest joy is helping people make bold transitions in their professional and personal lives!