Employee engagement is one of the hottest topics in organizations as companies strive to retain their top talent in a workplace landscape where ‘free agency’ and job hopping is easier than ever. In the 2014 Deloitte Global Human Capital Trends research, 78% of business leaders rate retention and engagement urgent or important, and businesses all over the world are trying to build inclusive, passionate, multi-generational teams.
Today, companies typically use engagement surveys as benchmarking tools to help assess an employee’s level of “engagement.” While this is a good thing to do, it is important to realize that annual surveys need to be supported with real efforts to address the cultural expectations of today’s workforce. Creating a high performance work environment is a complex problem. Companies need to consider all of the work related issues which drive employee commitment. The list includes:
- The performance management process and how employees are rewarded
- Transparency around how employees can manage their careers
- Development of talent and making it easy for high performers to advance
- Creating an inclusive culture in order to attract and retain a more diverse workforce
- Communicating a vision that resonates with the people companies hire
- Managing transition and re-engaging employees when there is a change event
- Building organizations that are caring, meaningful, and fun
In our engagement webinar, we will not only look at how to use surveys to benchmark and drive employee engagement, we will also look at the expectations that employees have about what it means to work in an engaging culture, a kind of workplace that engenders meaning, fulfillment and loyalty.
This article was reprinted with permission from the author.
Karl Mulle, M.A.C.P., is a corporate trainer, coach and keynote speaker, as well as a psychotherapist in private practice. He has over 31 years of experience in the design and delivery of energizing and fun programs on human effectiveness. His topics include: developing leaders, building healthy relationships, increasing emotional intelligence, managing diversity, developing communication and presentation skills, managing change, and building effective teams. Karl applies an experiential approach to learning, creatively designing sessions to maximize interaction and self-discovery. His client list includes: General Electric, Chevron, Johnson & Johnson, 3M, Citibank, Nielsen, Cigna, the FDA, and the United States Office of Personnel Management. Karl has traveled extensively throughout the United States (46 states) and European/Asian countries (31 countries), and has recently co-authored the book: Put Emotional Intelligence to Work: EQuip Yourself for Success.