THE ECONOMY IS GROWING – IS YOUR ORGANISATION READY THE CHALLENGES THIS GROWTH WILL BRING?

As the economy continues to grow is your organisation ready to grow and meet the demands that growth may bring, or more importantly are your employees engaged and ready for these challenges?

In recent years there has been substantial focus on employee engagement, as evidenced by the MacLeod Review.  The Corporate Leadership Council (CLC) has recently shown that 70% of business leaders now believe that engagement is critical for their businesses, and some argue that employee engagement is a key element to the success of any organisation.

Results supplied from a 2012 survey by Towers Watson has shown that just 27% of employees in the UK are ‘highly engaged’, with an equivalent proportion of employees being ‘disengaged’.  These engagement levels compare unfavourably to a global average of 35% ‘highly engaged’.  This lack of engagement by UK employees has been demonstrated by research for over a decade.

Gallup suggest that in 2008 the cost of disengagement to the UK economy was between £59.4 billion and £64.7 billion.

 How do you get an engaged workforce?

I am often asked how you increase employee engagement.  In my opinion there is so much at play that there is not one size fits all answer.  Creating an engaging workplace culture for employees is hard work and work that is done in an action research approach over time.  Programmes and activities need to be ongoing to keep them alive.  The rewards for implementing an ongoing programme can bring many benefits to organisations.  The model below outlines some of the important elements for creating an engaged workforce and the benefits that this can bring.

Engaged Workforce v2Job number one for the manager is to get the best from the team. That’s what the manager is being paid to do.  However what do you do if there is low engagement among managers?  This often stems from a discrepancy between what the manager wants from their role (and how they think they can best spend their time) and what’s expected of them in practice.  Some possible questions to address may be as follows:

  • Do managers even know that they have accountability at some level for employee engagement?  How do they know that?
  • What roles do senior leadership have with regards to employee engagement?
  • Does senior leadership know how to empower or equip managers with the skills and resources to improve engagement?
  • How does the organisation reward contributions in this area and provide coaching for improvement?

If you would like to explore further how to improve Employee Engagement within your organisation please feel free to contact me for an informal conversation.

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