Employee Engagement and presence is the most researched phenomena in human resource (HR) management and organizational behaviour. Organisations continue to examine employee engagement to understand the causes and determinants of such behaviour to minimise its effects on organisations’ productivity and profitability. Despite the continued interest in and the development and intervention of proposed models and various theories, it remains an organisational problem with business managers continually searching for effective solutions to reduce employee/ work disengagement (employee presentism, absenteeism, work appreciation and culture adoption) levels. The effects of work disengagement from an operational perspective may potentially lead to decreased organisational productivity and growth
Employee Engagement (EE) is a complex and multifactorial phenomenon, influenced by various interrelated factors. Work engagement can either be voluntary or involuntary. The former occurs when the decision is within the employee’s control, and the latter normally occurs outside of the employee’s control. Business managers tasked with increasing productivity, decreasing costs and are challenged to achieve high levels of work engagement in a competitive environment. Consequently, on the basis of Maslow’s hierarchy of needs, work disengagement has the potential to impact on socioeconomic costs and growth. In our experience, work/ employee engagement interventions deliver sustainable change when focussed on the employee/individual and their contribution to the situation or change.
Underpinned by Maslow’s hierarchy of needs, the Dimensions of Employee Engagement explore the following personal drivers:
What do I get?
- The basic needs (psychological and security needs) are triggered in probing this question. It reflects on what the person expects to get in exchange for performing the job. It also makes the assertion that persons’ or people need to be motivated to perform given tasks to completion, for example through compensation and benefits.
What do I give?
- This explores esteem needs, exploring the clarity or ambiguity of expectations between the employer and employee. Probing this question explores the degree of meaningful relationships created between seniors and subordinates through work execution, commitment, and tough conversations.
Do I belong to the organization?
- This explores the “belongingness” need, exploring social associations as employees tend to stay in organizations where they feel the range shared values to espoused values are met in varying degrees. These can be expressed by words such as treated fairly, treated with dignity, treated with respect and so forth.
How can I grow?
- Probing how can I grow as an employee in an organization explores how employee perceive and aspire to self-actualize. These can be expressed with words such as level/job role promotions, salary increments, new challenges, and opportunities.
On an organisational level, some of the leading contributing factors to increased work disengagement include:
- The loss of employee morale (Job satisfaction, Job characteristics, Positions levels),
- Leadership,
- Presenteeism, and
- Organisational culture and demographic influences
It is important to note, that no matter how big a business is, it is made up of humans, who live and experience life through their own lenses. Your employees have skills, talents, passions, ideas and families and friends outside of the workplace which all influence how they interact and engage at work. Some employee lens factors include:
- Personal Issues (Mental Health)
- Health Problems (Illness, Wellness, Fitness)
- Workload (Overtime, Burnout and Performance stress)
- Family Issues (Grief, Marriage, Extended Family, Children)
- Financial Issues (Lifestyle, incentives, Pay-cut impacts)
- Substance Abuse
- Pandemic impact
- Team group dynamics (Transfers between section, negated attitudes, Bullying, Harassment and Discrimination)
Our Approach to Employee Engagement Studies
A critical component of the study is to select the most suitable approach and the most suitable tool that supports the research question and goals of the business. Even though clients have a different need, we have seen significant impact in a combined use of these two methods:
- Qualitative Approach
- Qualitative Approach
Ultimately, we:
- Identify the factors that influence work engagement at an organisation.
- Gain insights from all employees and the broader management team through structured and unstructured interviews, and questionnaires built on tried and tested models. We can go as far as understanding societal dynamics of where employees reside.
- Benchmarking and assessing the impact of previous EE studies on workplace performance and productivity.
- Recommend an effective Employee Engagement Tool/ solution to be utilised to re-measure EE improvements, build tactical insights specific per site and inform culture transformation strategies
In summary, employee engagement is critical to any organisation's success. It helps create a positive work culture, enhance productivity, and drive profitability. To create an effective employee engagement program, companies should focus on understanding employee needs, fostering communication and collaboration, providing recognition and rewards, and creating opportunities for growth and development.
Employee engagement is a crucial aspect of any organisation's success. It refers to the emotional commitment and loyalty of employees towards their work and the company they work for. Engaged employees are passionate about their job, committed to their goals, and deeply invested in their organisation's success. Employee engagement helps companies create a positive work culture, enhance productivity, and ultimately drive profitability.
The benefits of employee engagement are numerous. Engaged employees are more productive and motivated, which leads to improved customer satisfaction and increased profits. They are also more likely to be loyal to the company and have a lower turnover rate, reducing hiring and training costs. Engaged employees tend to be happier and healthier, which leads to a better work environment and improved employee morale. All these factors contribute to better business outcomes and growth.
To create a successful employee engagement program, companies need to follow a few key steps. The first step is to understand the needs of their employees, including what motivates them, what their interests are, and what challenges they face. This can be done through surveys, interviews, and focus groups. Once this information is gathered, companies can tailor their engagement program to meet the needs of their employees.
The next step is to create a culture of communication and collaboration. This means that employees should feel comfortable sharing their opinions and ideas, and that their ideas should be taken seriously. Companies should also encourage teamwork and foster a sense of community among employees.
Another crucial aspect of employee engagement is recognition and rewards. This can be done through formal rewards programs, such as bonuses or promotions, or through informal methods, such as public recognition or thank-you notes. The key is to make employees feel valued and appreciated for their contributions.
Finally, companies should create opportunities for employee growth and development. This can be done through training and development programs, mentorship, or job shadowing. When employees feel that they are growing and developing, they are more likely to be engaged and committed to their work.