In Part 1, we showed you how engaged workers work harder. While this is good news for employers, it doesn't answer the difficult question: how do you go about engaging a workforce with disparate personalities, motivations and ambitions?

The key to engaging employees is to involve them. This requires the development of an organisational culture that is geared toward making the employee feel part of the company as a whole. While this is no small task, there are a number of practical steps a company can take that will allow them to assess and provide what a particular workforce needs.

HOW DO YOU GAUGE ENGAGEMENT?

Research suggests that there is a disconnect between how management views its workforce and how the workforce views management. For example, one survey by the Saratoga Institute found 89% of managers believed employees left for a better pay day, while 88% of employees said they left for reasons other than money. A business cannot hope to make positive change to its workplace unless it fully understands how it is functioning.

Surveys

Employee surveys perform the dual function of providing employers an insight in their workplace, and letting employees know that their opinion is valued and heard.

Conducting surveys at different stages of employment will not only give employers the clearest picture, but will demonstrate a dedication to ongoing workplace improvement. Options include:

1. Induction Surveys – after an employee is settled into their role (ie 1 month), a survey may be conducted asking that person to rate the adequacy of support they have received since taking up their role. For instance:

• Have they received the required training/resources to complete their job?
• Have they received a satisfactory level of mentoring or guidance?
• Were they aware of their role and the precise level of expectation being placed upon them?

By identifying exactly what a new employee needs in order to do their job to the best of their ability, future inductees may experience a smoother transition, increasing their chances of being engaged in their work from the start.

2. Climate Survey – gauging the opinion of medium to long-term employees is equally as important. If those with several years experience have any frustrations or dissatisfaction with their job, over time they are likely to go from 'not engaged', to 'actively disengaged'. Identifying and addressing any genuine causes for concern may not only improve the productivity of current employees, but reduce the likelihood of unproductive employees in the future. Questions may ask:

• What suggestions does the employee have to improve workplace culture or practice?
• What is their level of satisfaction with the job?

3. Exit Survey – given the amount of money that staff turnover costs employers, feedback from outgoing employees might be the most important insight.

One cautionary note, research suggests that companies who approach these surveys half-heartedly do more harm than good. According to the 2011 BlessingWhite Employee Engagement Report, “respondents who were surveyed and saw no follow up were less likely to be Engaged than the global population at large (26% vs. 31%)". This speaks to the fact that employee engagement requires total cultural buy-in on the part of the company.

HOW TO ENGAGE YOUR WORKFORCE

There is no quick fix when it comes to employee engagement. Building the foundation for a productive workplace culture will require an investment of time and money on the part of the employer, but if executed correctly, will produce the gift of engagement that keeps on giving.

Engagement starts at a macro level, with a dedication to a culture of engagement. At the micro level, ways that employers can drive employee engagement include:

1. Positive leadership at the managerial level – According to the Corporate Leadership Council, managers are a company’s biggest asset when it comes to driving employee engagement. Managers give a face to ‘the company’, and act as a conduit between the executives and the workforce. A manager that inspires loyalty individually will go a long way toward fostering loyalty to the company as a whole;
2. Continually provide opportunities for training and development – The employee is the company’s greatest asset. Improving their skills will allow them to complete their work more efficiently and to a higher standard. This is crucial to engagement, as employees generally want to be able to do their job better (e.g. due to personal satisfaction, career progression goals);
3. Continually provide feedback on employee performance –The act of reviewing and assessing an employee’s work demonstrates to them a connection between their individual goals and those of the organisation as a whole. The key is that feedback (which can be either formal or informal) is not confined to annual or bi-annual reviews;
4. Provide recognition and demonstrate employee value – An employee is more likely to feel a connection to their company if they believe their work is meaningful and appreciated. Like feedback, recognition need not be formal; a casual comment on a job well done can go a long way; and
5. Define, redefine (if the need arises) and communicate the employee’s role and the expectations being placed upon them – A large part of getting an employee to ‘buy in’ to organisational goals is to let them know precisely the role they are expected to play.

THE BOTTOM LINE

While many companies are now flirting with employee engagement, the smart ones are making a long-term commitment to it. Engaged employees are more satisfied and productive. Happier employees and higher profits? Sounds like a match made in heaven.