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The world of work is changing and all signs point to the rise of flexibility and remote working options for employees in nearly every industry. Performance is still top-of-mind for every organization. Employee engagement, plus cultivating a positive organizational culture, are key drivers of performance.
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When it comes to employee engagement, many employers are talking a good game. Indeed, the phrase has become popular among corporate leaders. But are companies actually moving the needle?
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It’s no secret that offering competitive salaries, health insurance, and vacation time is no longer the guarantee they once were when it comes to hiring and retaining employees. Studies show that, at any given time, three-quarters of today’s employees are caring for family members or other loved ones.
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Employee engagement has become a core concept in human resource management – & rightfully so. Numerous research studies have demonstrated positive results for organizations when employee engagement is high – reduced staff turnover, increased productivity, improved customer ratings.
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Remember the gold star you first received in kindergarten? How did it make you feel? Did you work for another? Humans seek approval of and for their achievements. As infants, we are rewarded for our positive behaviors. Grades drive many to excel. The sports trophy is a great reinforcement for team play.
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For many years now, various consultants and researchers have decried the low incidence of employee engagement. Yes, there is a connection between these two factors and it is called The Service-Profit Chain! It is the difference between those companies that thrive while others stagnate.
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Whenever I write an article about employee engagement, I always feel the need to open with a disclaimer of sorts. You see, there is no common understanding of what employee engagement actually is. And if you can’t agree on what something is, then you can’t measure it.
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Over the years, I have worked with several managers who grow increasingly frustrated and overwhelmed because individuals on their teams are not proactive, do not take initiative, are not going the extra mile, are not connecting the dots and are seemingly unable to switch into a solution-oriented approach.
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I recently had the honor of giving the Opening Keynote at The Doolittle Institute in Niceville, Florida. About half of my audience were in uniform. This interaction with some of our nation’s serving military got me thinking about a key, and often forgotten, driver of employee engagement: CSR.
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