"It's a thing" is a series that highlights concepts that employers and managers use and sometimes evaluate employees with that the average employee may not be aware.
In a training meeting, I learned about employee engagement. Employee engagement is when employees are motivated to contribute to the success of an organization, they give the best of themselves each day, they are committed to the company goals and values, they exhibit a sense of teamwork, while they have an enhanced sense of their own well-being. Employees that are not engaged show the opposite of these qualities. Employee engagement is a quality that modern owners and managers are looking for in their employees. Employees that are engaged rise to the surface of the company and are promoted into the highest positions. Employee engagement is becoming part of the developmental matrix looked to for employee advancement.
After learning about employee engagement, I had an interesting conversation with an employee. I shared with them what I had learn (and was learning) about the benefits of having an engaged workforce and they responded, "I didn't even know it (employee engagement) was a thing." What we both realized was that some managers were measuring their employees on things that they might not even be aware. She went on to tell me, "If I know that my employee wants me to do something or be a certain way, then they should let me know so that I can develop it." I agree! There are many more things that business owners and managers are aware of that the average employee is not.
Why is employee engagement important?
After learning about employee engagement, I had an interesting conversation with an employee. I shared with them what I had learn (and was learning) about the benefits of having an engaged workforce and they responded, "I didn't even know it (employee engagement) was a thing." What we both realized was that some managers were measuring their employees on things that they might not even be aware. She went on to tell me, "If I know that my employee wants me to do something or be a certain way, then they should let me know so that I can develop it." I agree! There are many more things that business owners and managers are aware of that the average employee is not.
The primary reason for this blog is to educate employees to what many managers are seeking so that they can become better employees.
Why is employee engagement important?
Surveys show that an engaged work force is more satisfied, produces better results, stays at their job longer, and is a champion of the company for which they work (meaning that they promote the company every opportunity). Employee engagement is a two way street. Employers want to keep the best and most productive employees. Therefore, we can assume that employers are willing to do what it takes to provide their employees with competitive training and benefits. Employee engagement is the response of the employee to the leadership of a company. The leaders provide good leadership, clear vision, and take care of their employees needs, then the employee responds by being engaged with the company.
Employee engagement occurs as managers help employees answer four questions:
- What do I get from the company?
- What do I give to the company?
- How can I make me better?
- How can I make my company better?
It is unrealistic to expect employees to be productive and satisfied if they are not being developed and rewarded by their employers. It is as unrealistic to expect employers to invest in employee development and compensation packages if the employee is not improving their development and production. But what comes first, the chicken or the egg (employer investment or the employee development)? In other works, does the employer first invest money and time in the employee's training and compensation then the employee become productive and satisfied, or vice versa?
Much of this is taken care of while negotiating the initial employment. Management lets the employee candidate what they are looking for in an employee and what they are able or willing to pay in salary and benefits. Depending on the value of the candidate and the need of the company, the job duties and employee compensation are agreed upon. Once the candidate is hired, it is up to them to become engaged.
There are hundreds of articles and books on employee engagement. Many business consulting firms will come to your company to help build an engaged work force. There are surveys that measure an employees engagement, yet there is little agreement on what characteristics an engaged employee has. However, three groups of characteristics are included in most descriptions of employee engagement .
LOYALTY AND TRUST
These characteristics apply to both the leadership of the company and to the employee. However, since we are focusing on practices that make an employee good, we should focus on loyalty and trust as employee characteristics. Today's marketplace is very competitive. The leadership of a company goes to bed and gets up in the morning baring the financial burden of the company including the welfare of their employees. The average employee is not necessarily aware of the solvency of their company, but managers usually are. Therefore, managers want to invest in employees whom they trust and are loyal.
As a company trainer, one manager asked me if I could train and certify their employee, but the certifications remain with the company. I informed them that I could not. The training and certifications remains with the employee. The risk a company assumes is spending money and time to train a employees that later quit before the company gets a return on their investment. It really stings a company when the employee leaves and uses their training to leverage a better job with a competitor. Taking advantage of a company in this manner may not be illegal, but it is certainly unethical. Such disloyalty makes it more difficult for the employees that follow them. Good employees are loyal to the company that trains them.
PRODUCTIVITY AND PERFORMANCE
Every employee wants to be rewarded for their effort and work. Research has shown that employees desire position and having a say in the company over monetary rewards such as salary, benefits, and bonuses. Employees are hired to be productive and do quality work. A list of duties are given to every new hire. Productivity is measured on how much the employee gets done in a certain amount of time. Performance is measured on the quality of the work done. Good employees continually work to increase their productivity (what they do) and improve their performance (the quality in which their work is done). Both are important. It is not good if an employee inventories the warehouse in two hours if it is not accurate, but it is equally bad if the inventory is correct, but takes two weeks.
MOTIVATION AND DEPENDABILITY
Motivation is the reason (motive) for doing what we do. Everyone is motivated to do what they are doing or not do what they are not doing. Motivation usually means finding reasons besides the promise of reward or the risk of punishment to increase production and performance. If an employee is not producing quality work in an acceptable amount of time, managers look for ways to motivate the employee. Managers have two tools when it comes to motivating employees--a carrot and a stick. Many managers offer rewards for increasing the quantity or quality of work. These rewards (carrots) can be acknowledgment of good work, financial bonuses, or time off. Many managers, however motivate with the risk of punishment such as less time off, work on weekends, loss of bonuses, or the threat of terminating their employment. Good employees find ways to increase their productivity and performance without the manager needing to dangle a carrot or brandish a stick.
Dependability is the quality of reliability, trustworthiness, stability. Dependable employees are a companies greatest asset. These employees can be counted upon when the company needs them. These are the employees that are called upon when they need something done now and correctly. Dependable employees are worth their weight in gold and will be compensated in the long run.
Without engaged employees, a company is dead in the water and will not succeed. A good employee is engaged.
Engaged employees will be rewarded.
Much of this is taken care of while negotiating the initial employment. Management lets the employee candidate what they are looking for in an employee and what they are able or willing to pay in salary and benefits. Depending on the value of the candidate and the need of the company, the job duties and employee compensation are agreed upon. Once the candidate is hired, it is up to them to become engaged.
Highly engaged employees are promoted more and compensated better because they bring value to the company.
There are hundreds of articles and books on employee engagement. Many business consulting firms will come to your company to help build an engaged work force. There are surveys that measure an employees engagement, yet there is little agreement on what characteristics an engaged employee has. However, three groups of characteristics are included in most descriptions of employee engagement .
LOYALTY AND TRUST
These characteristics apply to both the leadership of the company and to the employee. However, since we are focusing on practices that make an employee good, we should focus on loyalty and trust as employee characteristics. Today's marketplace is very competitive. The leadership of a company goes to bed and gets up in the morning baring the financial burden of the company including the welfare of their employees. The average employee is not necessarily aware of the solvency of their company, but managers usually are. Therefore, managers want to invest in employees whom they trust and are loyal.
As a company trainer, one manager asked me if I could train and certify their employee, but the certifications remain with the company. I informed them that I could not. The training and certifications remains with the employee. The risk a company assumes is spending money and time to train a employees that later quit before the company gets a return on their investment. It really stings a company when the employee leaves and uses their training to leverage a better job with a competitor. Taking advantage of a company in this manner may not be illegal, but it is certainly unethical. Such disloyalty makes it more difficult for the employees that follow them. Good employees are loyal to the company that trains them.
PRODUCTIVITY AND PERFORMANCE
Every employee wants to be rewarded for their effort and work. Research has shown that employees desire position and having a say in the company over monetary rewards such as salary, benefits, and bonuses. Employees are hired to be productive and do quality work. A list of duties are given to every new hire. Productivity is measured on how much the employee gets done in a certain amount of time. Performance is measured on the quality of the work done. Good employees continually work to increase their productivity (what they do) and improve their performance (the quality in which their work is done). Both are important. It is not good if an employee inventories the warehouse in two hours if it is not accurate, but it is equally bad if the inventory is correct, but takes two weeks.
MOTIVATION AND DEPENDABILITY
Motivation is the reason (motive) for doing what we do. Everyone is motivated to do what they are doing or not do what they are not doing. Motivation usually means finding reasons besides the promise of reward or the risk of punishment to increase production and performance. If an employee is not producing quality work in an acceptable amount of time, managers look for ways to motivate the employee. Managers have two tools when it comes to motivating employees--a carrot and a stick. Many managers offer rewards for increasing the quantity or quality of work. These rewards (carrots) can be acknowledgment of good work, financial bonuses, or time off. Many managers, however motivate with the risk of punishment such as less time off, work on weekends, loss of bonuses, or the threat of terminating their employment. Good employees find ways to increase their productivity and performance without the manager needing to dangle a carrot or brandish a stick.
Dependability is the quality of reliability, trustworthiness, stability. Dependable employees are a companies greatest asset. These employees can be counted upon when the company needs them. These are the employees that are called upon when they need something done now and correctly. Dependable employees are worth their weight in gold and will be compensated in the long run.
Without engaged employees, a company is dead in the water and will not succeed. A good employee is engaged.
Engaged employees will be rewarded.
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I feel here at Vanguard we have Engaged employees.
ReplyDeleteI agree with Noela
ReplyDelete