Recognise This! – Recognition, reputation, and performance management are among the top opportunities for improving engagement as identified by Aon Hewitt.
Aon Hewitt recently released their 2012 Trends in Global Engagement. Several findings were unsurprising, but worthy of highlighting as many organisations still struggle with getting these basic factors of engagement success right.
First, it’s important to understand Aon Hewitt’s 3-part engagement model of “Say” (what employees say about the organisation to others), “Stay” (the level of employee desire to stay with the organisation), and “Strive” (how much extra effort employees are willing to give and the behaviours they’re willing to demonstrate).
With that in mind, consider these findings from the research on “Top Opportunities to Improve Employee Engagement”:
- Recognition: Employees need feedback and positive reinforcement to consistently go above and beyond. It is critical to the motivation and the engagement equation. Our data shows that the “Strive” component of engagement is increasing slightly despite the strain many organisations have been under as they manage cost and growth pressures. Recognising this extra effort employees have given in a tough business climate will pay dividends.
- Organisational reputation: Employees join organisations that have a reputation as a best employer. They are also engaged by working for a best employer. People want to be part of a winning team. This driver is about connecting employers to the company, the mission, and the work beyond financial business performance, and why working with you offers them a compelling value proposition backed by a set of total rewards and a work experience that is not easily replicated elsewhere.
- Managing performance: Effective performance management answers the question, “What should employees engage in?” Further, performance management is the mechanism that translates business performance objectives into set, focussed individual objectives that enable true employee effectiveness. Organisations with high employee engagement scores, but low performance management effectiveness, might ask themselves, “Are employees engaged in the right behaviours? What are they engaged in?”
Strategic, social recognition is a powerful method for accomplishing all three. The ROI on recognition is clear, especially when linked to engagement. Moreover, companies with a culture of recognition have stronger reputations among employees and the market alike.
When peer-to-peer recognition is made public throughout the organisation, employees can see and share in the goodwill flowing across the company, creating a powerful sense of a winning team.
Finally, Aon Hewitt’s last question under “Managing Performance” is critical to consider. It is possible to have employees who are working very hard and delivering strong results – but are their efforts focussed on what you need them to be focussed on today?
Strategic objectives are changing more rapidly than ever. Communicating those changes in ways that matter to employees – through the work they do every day – is critical to managing and focussing their performance.
Being able to see the results in real-time charts based on recognition given and received for living those desired behaviours (as is possible throughTalent Maps™) takes this to the next level.
What are your top opportunities for improving engagement in your organisation?
Derek Irvine is senior vice president of global strategy at Globoforce.
We welcome any and all contributions from the community, so please feel free to share your views and opinions with us, your colleagues and peers via our blogs section.
One Response
Boosting Employee Engagement
I would like to add to the list.
How to boost employee engagement? The simple answer is to more than fully, and I mean 100%+, meet their five basic needs: to be heard, to be respected, and to have competence, autonomy, and relatedness (purpose).
How to do that? Provide more than enough opportunities for them to voice their complaints, suggestions, and questions, and respond to those in a timely and very respectful manner to the satisfaction or better of the originator and any others affected. Listening and responding must be done in such a way to meet each of the five needs.
Unfortunately, most leaders are not skilled in how to listen. When they should be listening they are generally so busy thinking about how to answer or about something not even relevant to the communication that they don’t actually hear the 93% or so of communication emanating from body language and tone of voice much less the spoken words. And most are hipshooters who give quick answers to what little they do absorb of what is being communicated, thus proving that they disrespect employees.
Best regards, Ben Simonton
Author "Leading People to be Highly Motivated and Committed"