We’ve covered how Employee Engagement strategies works many times. In today’s climate, we want to strip away the fluff and get to the point. What is really going on when we mention the term ‘employee engagement’? We know that strong Employee Engagement strategies can improve employee retention, productivity, employee referrals and create a healthy company culture.
Of course employee engagement includes plenty more, but let’s think about what all of these effects have in common, looking at it from the employee perspective:
- Improving productivity makes employees want to work harder
- Improving employee retention assures employees do not want to leave the company
- Improving employee referrals makes employees want to refer their friends
- Creating a healthy company culture encourages employees positively collaborate and ensure everything gets done
What can we derive from this? Employees who like their jobs, feel appreciated, knowing that they are part of something larger, and look forward to coming to work are engaged employees. It’s not rocket science that your bottom line benefits from employees that want to work hard AND (drum roll please) want to come back each day to continually to improve the company.
This seems like common sense, but what is the alternative? Let’s direct our attention to companies operating with non-engaged employees.
Non-engaged employees do not want to work any harder than they’re required to, nor are they fully committed to your company. Like any well oiled machine, it only takes one stripped gear to effect performance. The implications of non-engaged employees can be insidious and toxic to your workforce.
“Like any well oiled machine, it only takes one stripped gear to effect performance.”
Instead of thinking about the office in terms of employee let’s just say people for a moment. People go to work, meet and interact with the same people each day and together they contribute towards your company’s bottom line. If even one person is unhappy, feels unappreciated, or some degree of discord, your company’s bottom line is effected. Just like a happy person can “brighten the room with their smile” an unhappy person can stifle creativity and influence others to feel the same way.
In order for the people who work for your company to meet your expectations, you must also meet their needs. Employees are people, people have needs and expectations. So what can you do for your employees?
Say hello and thank you. People can be motivated by this simple acknowledgement and sign of appreciation.
- Recognize accomplishments. Accomplishments don’t always mean big wins for the company, but instead can be much more personal, like learning a new skill, or taking on a new challenge.
- Reward accomplishments. Although a verbal thank you can go a very long way, giving back to an employee who has given a sincere effort to your company is golden.
- Make rewards and recognition personal and public. Let others know about an individual’s accomplishments, because a truly engaged workforce will revel in the success of their colleagues.
By now it should be clear, people like to be appreciated.
There is one key factor that too often remains unaddressed: frequency. Your employees come to work each and every day of the work week. They come to work to produce results all day long, continuously. Do you recognize and reward your employees as consistently as they come to work? The largest challenge of Employee Engagement programs is that they must be led by example. Just like management sets the standard for how work gets implemented, there is also a responsibility to set the stage for a healthy work environment to get people fully engaged.
“Do you recognize and reward your employees as consistently as they come to work?”
In the end, employee engagement is dependent upon the company providing each employee with what they need to do their job and fulfill their true potential, while creating an environment that they want to return to each and every day.
About the Author
Sandi Adkins Strategic Account Manager – Employee Sandi Adkins joined the Perks team in 2008. She currently oversees the Perks Employee Recognition programs. Throughout her time on the client services team she has helped develop consumer, sales, and recognition accounts. She holds a Bachelor of Business Administration from College of the Ozarks and a Masters of Business Administration from Webster University.More Content by Sandi Adkins