Providing value without an expectation of reciprocity is core to the success of social business communications. The concept is easy to embrace, yet challenges organizations and employees to put into practice.
The same tension exists in the development of a successful employee engagement program. Below are definitions, compelling statistics and several take aways to consider as you look to influence change in your employee engagement.
Employee engagement is a property of the relationship between an organization and its employees. An "engaged employee" is one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the organization's reputation and interests. (Wikipedia)
Employee engagement is a workplace approach designed to ensure that employees are committed to their organization's goals and values, motivated to contribute to organizational success, and are able at the same time to enhance their own sense of well-being. (Engage for Success)
Employee engagement is the emotional commitment the employee has to the organization and its goals. This emotional commitment means engaged employees actually care about their work and their company. They don’t work just for a paycheck, or just for the next promotion, but work on behalf of the organization’s goals. When employees care—when they are engaged—they use discretionary effort. (Forbes.com)
Only 13% of employees worldwide are engaged at work. (Gallup.com)
Employee disengagement costs more than $500 billion per year to the US economy. (HuffingtonPost.com)
90% of leaders think an engagement strategy has an impact on business success but barely 25% of them have a strategy. (DailyInfographic.com)
Increasing employee engagement investments by 10% can increase profits by $2,400 per employee, per year. (Workplace Research Foundation)
Similar to the value derived from investing in your social program, higher employee engagement leads to improvement across service, quality, and productivity. The cascading benefits of more engaged employees result in higher employee retention, higher customer satisfaction, increased revenues, higher profits and greater shareholder return.
Business leaders can help solve this problem and reap the benefits of higher employee engagement. Below are several things to keep top of mind:
The change needs to be enacted at the team and department levels of the company.
Ensuring that the right personnel and managers are anointed and empowered is critical to the success of the program.
Architect coaching and accountability mechanisms to evaluate and evolve the program.
Define employee engagement goals that are realistic and understandable.
Be human, actively listen and be approachable - do not just check the blocks.