The benefits of “employee engagement” are said to include better customer satisfaction, higher productivity, increased staff retention, etc. Articles on improving “employee engagement” talk about how leaders don’t “treat employees respectfully”, or “take good care of employees”. There are surveys to measure those things, of course.
But if what we really want is better behaviors and attitudes from employees, let’s be straight about that. Because if we want employees to be “engaged”, then we have to offer something for them to be engaged in. The unanswered question is, “Employees engaged in what?” Really, there is only one good answer:
- Employees are engaged when working to accomplish a clearly stated goal or objective.
The problem, however, is like that of the long-married couple, where the wife says, “We have been married for 46 years. Why don’t you ever say you love me?” And the husband says, “I told you on our wedding day – how often am I supposed to repeat it?”
A once-a-year presentation by the CEO or Department Director about the progress and optimistic future of the company just isn’t enough. What gets people “engaged” in their work is something that is tied to a sense of accomplishment. (Note: the word “accomplish” is derived from the Latin for “to fulfill or complete together”.)
There are several tactics for engaging employees, but first you need to be up to something. An organization change? A new project or program? A task that is an important part of a larger goal? You need something to engage people in working toward something – something that makes a difference to the organization and to other people in that organization. Just “doing stuff” is not engaging, and doesn’t activate “employee engagement”. So, you need a goal or end-point to be accomplished.
Then, you need to talk about the value of accomplishing that “something” – preferably more than every 46 years, and more than just at the annual retreat or holiday party. Here are three ways I’ve seen “engagement” work in organizations, large and small. They are all about communication: dialogue and discussion.
- Q&A sessions. After you roll out your newest strategic plan, or your next goal or project for people, have a few smaller-group “breakout session” where people get to ask and answer questions. This could be done in a round-table or a conference room. It’s good to have a recorder there, taking notes on what questions are important to people, and which answers need more development. It also shows people you are paying attention to their input.
- Success sessions. Once people are clear about the goals and objectives, another kind of discussion is to capture ideas (again, take notes) on what success will look like. Ask for what people think will (and won’t) work well, how to measure and track success and progress, and which people or groups should take on specific sub-goals or tasks. This lets people see the “big picture” of the work plan while also clarifying their “role in the goal”.
- Status update sessions. These are reliably regular meetings – weekly, bi-weekly, or monthly, depending on the timing of jobs to be done. They are to review the status of success and progress toward the goal, and the status of assignments for various responsibilities. It is also an opportunity to identify and discuss problems or delays, revise assignments, and declare some items complete – with a tip of the hat to those who have completed their task or project on-time and/or on-budget.
People do want to be engaged in their work. They just don’t always know exactly what their job or assignment is, or understand the bigger game they are working in. When you don’t know your “role in the goal”, or, sometimes, don’t even know the goal itself, there is nothing for you to engage in.
You want employee engagement? Spend a little time on engaging them in something that would be an accomplishment for them – and for you.
P.S. I’ll be away the next 2 weeks – working on something that is really engaging. Back to the blogging board when I return.