Three Key Employee Engagement Drivers that Promote Increased Performance, Retention, and Organizational Growth

Each year we find the definition of Employee Engagement becoming increasingly more defined. Engagement used to be characterized as employees giving more discretionary time to the organization, but now we look at overall performance and contribution over spending extra time at the office. We all understand the benefits of an engaged workforce, how it can generate innovation, increased performance and organizational growth — but what really drives employee engagement? Which initiatives are most effective and provide the most impressive results? How can organizations connect to the workforce in a meaningful way? Where do you even begin this process?

Meet Our Speakers

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Vice President of Talent Management, TOMS Shoes
Director, Global Diversity & Inclusion, Starbucks
Senior Director, Talent Management, The Home Depot

View a Keynote from the 2013 Conference

Who are Engaged Employees?

  • They are self-guided
  • Have well defined roles
  • Understand their contribution to the organization
  • Feel connected to their team and the organization
  • Are continuously progressing/developing

Engaged employees willingly go the extra mile because of their strong emotional connection to their organization. Getting to this point goes beyond just liking the work experience – it’s a psychological commitment.

Engaged employees are happy employees, but not all happy employees are engaged

Employee perks and special programs that make life nice don’t drive real engagement.

Employee engagement boils down to one fact: It is an intrinsic connection to one’s work (contribution) and one’s company. This is what actually drives performance, inspires discretionary effort, retention, and organizational growth.

The research and case studies all point to three common key areas that successfully drive employee engagement.

3 Key Drivers to Employee Engagement:

  1. Leadership Values and Brand Alignment
  2. Manager Accountability and Performance
  3. Employee Learning and Development

When engagement initiatives are integrated into these three areas, the result is a substantial increase in performance, retention, customer service and innovation, which all play to the same end — financial and organizational growth.

Leadership Values and Brand Alignment

Leaders are Now Responsible for Creating a Sincere Connection to the Workforce

Leaders need to present a clear vision of how the organization’s mission and growth depends on the contribution of each employee —

Leaders must make an emotional connection.
This is the core of what drives engagement.

Organizational communications that are thoughtful, open and honest are one of the best tools to establish this connection.

Providing a clear brand promise that employees can understand and support. A recent Gallup poll shows only 41% of employees felt that they know what their company stands for and what makes its brand different from its competitors’ brands. This is a critical factor in providing the kind of customer service that promotes loyalty and return business from the customer base.

Brand Ambassadors give meaning and dimension to your company’s brand by making contact with your customers, potential hires, and spreading the brand gospel socially.

Aligning employees’ values, goals, and aspirations with those of the organization is the best method for achieving sustainable employee engagement.

 

Manager Accountability and Performance

Highly Engaged Organizations Hold Managers Accountable

The first critical step is to indentify the right individual/high potential for management status. This is important in aligning managers to organizational values and insuring they are the right cultural fit.

Engagement training is vital when learning how to make important connections to employees and to understand how to leverage their strengths to the maximum potential.

Managers need to generate trust, transparency and demonstrate an interest in employees well-being

Managers need to understand the organizational brand and values — then drive that message to the workforce in a comprehensive and compelling way on a daily basis.

Must be able to align and measure employee’s performance with organizational goals, and provide a social and supportive environment with rewards and recognitions.

One differentiator between successful and struggling organizations is a well defined and comprehensive leadership and management program that engages it’s participants while instilling the fundamentals of how to engage the workforce.

Employee Learning and Development

Internal mobility has shifted into high gear, with employees moving up the ladder in record times. This fast track career development strategy benefits the organization by deploying agile talent when and where it’s needed, and acts as a source of engagement and retention for the employee. The focus will be making sure those going into management programs have the right skill set to be good mangers.

Employee enablement is a critical piece to sustainable engagement. Employees must have availability to good resources and have the right skill level to complete the job. It’s important they not feel as though they’re being set up to fail.

Employee driven development — MOOCs and other social means of education allows employees to take charge of their own development, taking it at their own pace and desired level, where they choose their own paths.

What’s New for Engagement?

Engagement levels among service employees — those workers who are often on the front line serving customers — are among the lowest of any occupation Gallup measured and have declined in recent years.

With the new massive part time workforce, engagement initiatives must also take into account growing sectors that include the virtual workforce as well.

Corporate brand promise and brand ambassadors are taking front stage in helping to align employee values with organizational values and spreading the good P.R. word. We’re seeing new levels of transparency from organizations, employees and ex-employees.

Join us in Seattle for the HCI Employee Engagement Conference where you’ll always find a critical focus on actionable strategies, proven solutions and sage advice from executive level practitioners.

Presentation Topics

  • Teaching Front Line Managers How to Drive the Brand Promise to the Workforce
  • Promoting and Rewarding Employee Self Driven Career Development
  • Enabling Leaders to Create an Emotional Connection
  • Communicating Organizational Goals that Connect with Employees
  • Creating Emotional Intelligence (EI) that Generates Trust
  • Align and Measure Performance against Organizational Goals with Reward and Recognitions Programs
  • Fast Tracking Internal Mobility: Getting the Critical Enablement and Support that Keeps Pace with Increased Responsibilities
  • Creating Digital and Physical Brand Ambassadors to Connect and Drive Alignment to the Brand
  • New Engagement Fundamentals Critical to Leadership and Development Programs
  • Who’s Your Daddy Now: Engaging the Part Time and Virtual Workforce
  • New Criteria to Make Better Management Hiring Decisions
  • How to Use Employee Data to Quantify and Connect the ROI and Financial Impact of an Engaged Workforce