Managing Employee Engagement | DCR Workforce Blog

Managing Employee Engagement

With the latest employment numbers showing a marked improvement, the mood of the job market is upbeat. As anyone who has worked with people knows for a fact, getting employees on board is just the beginning. The real challenge lies in on-boarding them appropriately and motivating them to deliver their best, day after day after day, never slacking off or losing heart – taking care not add to their stress levels or make them burn out. Studies have clearly shown that stress is the main cause of attrition and a smart employer will keep this in mind if only to avoid the cost of attrition followed by the cost of recruitment and on-boarding.

If you have never considered this aspect of managing the performance of employees, then it may be high time for you to so, as an upbeat job market leads to more attrition than one which is dull! Engaged employees could make all the difference to a company which may actually post better results by putting in efforts to improve on the parameter. For any business, the customer is of utmost importance and long term value, but to deliver the satisfaction (or delight) to the customer it needs passionate employees who share in the overall strategy, vision and goals.

Never lose sight of the Goal: No man (or woman) is an island and social interaction is the grease that oils the grinding machinery called life. Without a doubt, encouraging a cheerful and friendly work environment with great teamwork is a wonderful way of incentivizing the employees to get up of a morning and be enthusiastic about getting ready and rushing to work, in anticipation of another day among congenial colleagues. The business will succeed only if it manages to fit in its own agenda and business vision and mission, through providing and promoting great customer service in its chosen area of operations, along with all the bonhomie.

Ignore the Accumulated Wisdom: Theories that float around about the low engagement rates of certain industries should deter employers from their plans to keep attrition down or get their employees engaged. Challenging such stereotyping through planned action could itself reap rich dividends for even assembly lines. At the end of the day, the thought may go longer than any result could, to motivate the employees who have any way chosen their job and industry.

What comes Next?: Employee engagement is not a goal which can be reached, only to be set aside and forgotten. It is an attitude and culture that needs to be wired into the DNA of the company and refreshed day after day, and year after year and the commitment to the goal demonstrated if it is to be fruitful. This company I know conducts a yearly survey seeking open feedback – seeking both positive and negative inputs – from its employees. Meetings for review and action are organized to walk the talk and address every single issue brought up in the survey – to promote/enhance it whatever is positive or remove/change it whatever is negative. Since time and resources translate into money, such efforts need a real business case to back them up before they get institutionalized.

Mutual Respect: Respect It is possible to win the respect of the employees only by giving them the respect due to them, and providing the right working conditions and paying decent wages – and helping them to realize a work-life balance through employment policies which are fair and above board. Choosing to go an extra mile is entirely an individual choice, but having work conditions which do not stand up to review have never engaged the loyalty of any employee.

Shared Vision: When a company manages to convey its vision to its employees in such a way that they come together as a team and actually share in it wholeheartedly, it can claim to have succeeded in winning the loyalty and commitment of its team. A successful company keeps the lines of communication open to convey its vision and convince the employees of their contribution to the realization of the dream.

It is true that sweatshops post high profits with hardly any focus on employee engagement, but we are more interested in companies which aspire to build a lasting name and brand image for themselves among customers and employees alike.


Disclaimer:
The content on this blog is for informational purposes only and cannot be construed as specific legal advice or as a substitute for competent legal advice. They reflect the opinions of DCR Workforce and may not reflect the opinions of any individual attorney. Do contact an attorney for advice specific to your issue or problem.
Lalita is a people/project manager with extensive experience in operations, HCM and training and development across industries like banking, education, business consulting, BPO and information technology. She believes in a dynamic approach to life and learning as change is the only constant.