This week I’ll be looking at some recent research in the employee engagement and strategic recognition space.

The MacLeod employee engagement report (official title – “Engaging for Success: Enhancing Performance through Employee Engagement”) came out last month. While there was a quick burst of news articles and blogger response to the report, I wanted to sit back, fully digest the report and reaction to it. Common themes from comments include: (1) there’s nothing new here; (2) there are not enough concrete examples of how to build engagement in organisations.

While there may be merit in these themes, one of the main problems with the concept and adoption of employee engagement is that there is no single, common accepted definition of what it is, how you measure it, and when you know you’ve achieved it. As the report asks, “Is it an attitude, a behaviour or an outcome?” Some are saying that the answer – “Yes, to all three” – does little to alleviate the confusion. I disagree.

Employee engagement is a complex concept that must not be taken lightly. Too many give up on the effort because they don’t want to go to the time or trouble of convincing their executives of the importance and value of engagement (another key problem of engagement) or believe they have attempted employee engagement initiatives but not seen the impact they desire. Driving employee engagement is not a one-time project. It is something that must be pursued – relentlessly and endlessly – to achieve the results you want. However, you must also clearly define what you do want to achieve, how you will measure it, and what behaviours you will reward in employees who are helping to achieve your engagement goals.

So what definition does the report give for engagement? “A workplace approach designed to ensure that employees are committed to their organisation’s goals and values, motivated to contribute to organisational success, and are able at the same time to enhance their own sense of well-being.”

Boil that down to – commitment, understanding, motivation, satisfaction. Are your employees committed to your company’s success? Do they even know how that success is defined, e.g., your goals and values? Are they motivated to deliver that? Are they happy in their work and satisfied to be with your organisation?

If you can’t answer yes to all of these questions, you need to work on your engagement strategy and the tools you will need to achieve it. Need tips for how to do this? Check out these best practices.