1. Engagement means to become more human. Create a relatable face to the company. Remember the bigger the company the more monolithic it appears to employees. Actively engage on social media. Create transparency by crafting a mission statement of the business, clearly articulated with past success and future hopes. Find a great writer to create blog posts that keep employees informed of all company initiatives. Congratulate department heads and managers as well as employees for a job well done. In the same company blog, acknowledge personal milestones of your employees including promotions, successful departmental projects, as well as birthdays and anniversaries. Not for nothing, even the tried and true "employee of the week" still makes people happy.
2. Engagement creates empowered people, and these people work harder for you just like empowered students get higher grades. The same logic applies in both instances. It boils down to a shared investment in the future, and an active participation in the present. Also, empowered people know they have a voice, and that voice matters to drive success whether on a personal or corporate level. How can you empower your employees? Seek feedback, solicit ideas, be willing to entertain a different approach to problem solving. Watch your company stock rise, meaning it's intrinsic worth, when employees start tweeting about how great it is to work for you (see above). Nobody likes to feel they are just another cog in the wheel. That is a recipe for apathy not engagement. Know just as much about your market, as you do the people who work for you.
3. According to Paul Keegan, Contributing Editor of Inc., "What we really want in our jobs...is autonomy, the chance to get better at what we do, and a purpose that connects us to something larger." This is especially true of Millennials, and this demographic in the workforce is only going to get larger. Sure, the new hire loves the health benefits, the corporate wellness plan, the 401K, paid sick days, paid vacation, but that alone, will not guarantee engagement. First, it is a basic tenant of human nature to want to do better, and to learn. Capitalize on that; offer training sessions in new software applications, new methodologies, new initiatives. Give them a chance to be as engaged as possible within the broader arena of your corporate culture. This then connects them to the larger purpose of the company, its mission statement (see above) and its goals.
The McLeod Report is out of the U.K. It says:
"If it is how the workforce performs that determines to a large extent whether companies or organisations succeed, then whether or not the workforce is positively encouraged to perform at its best should be a prime consideration for every leader and manager." As Sir Alan Jones, Chairman Emeritus of Toyota UK says in the same report: "Wherever you work, your job as a manager is to make your people be the best they can be – and usually they don't know just how good they could be. It's individuals that make the difference".
Source : articlesbase.com
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