Employee engagement - just another buzz word?
An important part of engagement that isn't in the scope of Lauren's post is
, as a pre-requisite for transforming into a social business engaging withconsumers/customers.
With regard to employee engagement there is a
with consumer engagement - and that is,
whatdoes it mean
?Is it just buzz as well?I must admit that we haven't done a great job of defining what it means, so Lauren's post and Brian'sthoughts have spurred us on. It is a complex question, and one that's had the attention of many HR andpeople experts for a long time. The theory is that creating "engagement" will increase employeesatisfaction which will increase customer satisfaction which will increase profits - the Service Profit Chain.
The fundamental idea is that value is created by satisfied,loyal, and productive employees.Here is our first pass at defining internal engagement,comprising
10 key issues
- for all intents and purposes theleadership of an organisation sets the tone for anindividual's effort, accountability and reward. So itneeds to be seen from the top down;
clarity of purpose
of theorganisation is also key - without clarity people may be working towards different outcomes, and at theleast different groups working
acrossthe organisation. In a social business setting this isa recipe for disaster;
- teams need to be of people who are
and orientated to theorganisations core purpose. In fact teams become sub-communities within the corporate and theextended ecosystem;
- ultimately no organisation is reponsible for any individuals"happiness" or job satisfaction - the individual has to accept their own responsibility, within aframework of Trust;
- people need to be able to trust the decision-makers in the organisation, and have thattrust reinforced in all their dealings and observations of the organisation and how it works - bothinternally and externally and in dealings with customers and suppliers and partners;
- people want to know that if they bring their best to work every day then itmatters and they want to feel appropriately recognised and rewarded;
Reward and recognition
- is not about the highest salaries or the biggest office, but rewardsand recognition in the peer groups, teams and communities within which people have their mosthuman connections. In some systems this is called gamification whereby the systems are able to
deliver recognition in pre-programmed ways and to spread that recognition across relevant socialcommunities;
Contribution to Improvement
- people come to work to be treated as contributing adultsengaged in producing results and want to feel the engagement and satisfaction that comes from being recognised as being part of something that works. If they can readily and simply providethat input and receive feedback then their engagement increases;