Owning Employee Engagement – Who’s the Boss?

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Employee engagement should be among the top priorities of every organization because it won’t just drive profits to the company; it can also improve the well being of every employee. If that sounds a bit too idealistic, just imagine a team whose members have a clear picture of their goal at work and are all dedicated to accomplishing their tasks. This team will undoubtedly deliver what is expected of them. And if recognized and encouraged well, this will, in turn, boost the morale of the employees so they could keep their motivation at work, manage their time better, and still have the energy for personal interests and activities. This may really sound a bit too idealistic but this is also why we now have employee engagement software to help foster an environment of highly motivated and engaged employees.

HR, managers, and employees are the key role players that set the employee engagement work culture. But the HR and managers are the ones who can create an environment that nurtures employee engagement. The HR’s role is critical right from the start as it is the department that focuses on the employee’s needs in the company. The managers, on the other hand, work directly with the employees under them and so they have much more impact in building the employees’ morale as well as in motivating them to do their best at work. Tinypulse explained that the managers have more ownership in employee engagement, given the work dynamics between the employees and managers, but that doesn’t mean the HR department’s role in enforcing employee engagement should be relegated to the sidelines.


So now let’s ask the important question:  how can employees be consistently engaged?

First, it’s important to assess the employees based on their abilities and put them in departments where they can perform best. In the study called The Employee Engagement Lifecycle Series, it was found out that a high-stress environment, inadequate staff, and poor employee/manager relationships negatively affect employees. As these factors can inevitably disengage employees at work, HR and managers can then pay more attention to the “hiring the right people, appropriately staffing, and ensuring managers have the proper management training to help their teams thrive.

Second, make sure that the employees are working in line to the company’s goals. The employee engagement culture should also derive from a common goal that employees fully understand and agree to. Setting definite and achievable goals, and regularly reminding each member of the organization of it can surely improve work performance.

Third, give acknowledgment and recognition whenever it is due. Mike Kappel who wrote for Forbes explained, “Employees don’t automatically become engaged when you give them more praise, thanks, or any other type of acknowledgment. But, employees can quickly become disengaged if they feel like they’re invisible.” It doesn’t always have to be a grand recognition. It can be as subtle as a daily greeting but of course, when a deal is closed because of the employee’s hard work, there should be something more than a “congratulations”. It is through the acts of appreciation that employees can feel that they are essential to the company.

Fourth, keep an open mind for feedback. Let the employees express their opinions openly through a channel that will not be taken negatively against them. Employee feedback must be heard, respected, and acted upon. It just underlines the importance of employees, their opinions, as well as their positions in the company.

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