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 Employee engagement methods

 

It is important to win the "war for talent" by winning the heart of the employees as both the workforce and the workplace keeps evolving continuously, and without establishing justice, trust, perception and risks, employees will not be able to understand the role that they were expected to play (Dicke, Holwerda and Kontakos, 2007).  According to Shaw (2005) ‘translating employee potential into employee performance and business success. in other means, employee perform expected to change in order utilize tools in the armoury of internal communication professionals(Storey, Ulrich, Welbourne and Wright, 2016).

 

There are numerous ways to get engage with origination employees, some of the methods can be shown as follows,

Make effective communication a priority

Listen to your employees

Develop relationships based on trust

Review reward and recognition systems

Provide learning and development opportunities

Build a culture of engagement  (Understanding employee engagement, 2015).


When an organization invests in employees emotions, it can be shown as one of the successful methods to get to engage with employees,  this can be a success when fostering employee engagement starts at the top and involves authentic thoughts and actions at three leadership levels to achieve positive results. These levels are: Executive/Organizational, Managerial, and Supervisory (How to Engage Employees, n.d.).Realization of various methods of a group and teamwork ensures the transformation of personal engagement into entire team engagement which strongly influences competitive advantage (Budriene and Diskiene, 2020).



As I am working for a leading telecommunication organisation, the organisation takes several engagement methods to have a successful engagement. The Pandemic organisation had moved to more modern engagement methods as traditional methods were not compatible with the current situation. Prior to the pandemic, there were one-to-one meetings and employee forums where employees were able to share their thoughts, suggestions, and feedback, which eventually helped gain the employee trust and loyalty. 


However, after the pandemic, My organisation moved to more modern methods and started moving the traditional methods to the digital platforms. Employee forums were held on Microsoft teams platforms. Several surveys were done, and the same leadership started to focus on engaging with the employees on a personal level. During the pandemic, Team leaders continuously engaged with the employees via simply phone conversations, and they encouraged employees to contact them in any situation. Throughout this process, organisations successfully kept their employees engaged, and loyalty and trust were further strengthened. 


In conclusion, employee engagement is essential for organizational growth, and via good two-way communication and leadership, it can be improved and strengthened. There is no one exact method to enhance employee engagement. Whatever method that organization approach end goal should be gaining the employee trust and loyalty for the sake of organizational growth. 







Reference List


Dicke, C., Holwerda, J. and Kontakos, A., 2007. Employee Engagement: What Do We Really Know? What Do We Need to Know to Take Action?. [ebook] Available at: <http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.460.3251&rep=rep1&type=pdf> [Accessed 24 December 2021].


Shaw, K. (2005). Employee Engagement: How to Build a High-performance Workforce, Chicago, IL: Melcrum Publishing Limited.


Storey, J., Ulrich, D., Welbourne, T. and Wright, P., 2016. Employee engagement. [ebook] Available at: <http://file:///C:/Users/User/Downloads/engagementchapterwithUlrichWrightandStorey.pdf> [Accessed 24 December 2021].


2015. Understanding employee engagement. [ebook] Chartered Management Institute. Available at: <https://www.managers.org.uk/~/media/Files/Checklists/CHK-245-Understanding_employee_engagement.pdf> [Accessed 24 December 2021].


n.d. How to Engage Employees. [ebook] Available at: <https://hr.smcgov.org/sites/hr.smcgov.org/files/Employee%20Engagement%20Quick%20Guide.pdf> [Accessed 24 December 2021].


Budriene, D. and Diskiene, D., 2020. Employee Engagement: Types, Levels And Relationship With Practice Of Hrm. [ebook] Available at: <http://file:///C:/Users/User/Downloads/EMPLOYEE_ENGAGEMENT_TYPES_LEVELS_AND_RELATIONSHIP_.pdf> [Accessed 24 December 2021].


Comments

  1. Ravi Dissanayake, PhDDecember 25, 2021 at 2:19 AM

    Scholars have identified various factors influencing engagement as indicated below which can be targeted to develop methods to improve engagement.
    • The work itself, opportunities for personal growth, leadership, the work environment (Armstrong & Taylor 2020).
    • Perceived supervisor support, rewards and recognition, procedural justice, distributive justice and perceived organizational support as the predictors of employee engagement (Saks 2006).
    • Career development, effective management of talent, leadership, clarity of company values, policies and practises, respectful treatment of employees, Company's standards of ethical behaviours, Empowerment, Fair treatment, performance appraisal, pay and benefit, communication, nature of the job, organization politics, emotional factors, productivity (Chandani et al. 2016).
    • Teamwork, pleasant working conditions, considerate treatment of employees, growth opportunities, flexible‐working practices, and good leadership and management practices foster employee engagement. (Rama Devi 2009).
    Armstrong, M 2017, Armstrong on reinventing performance management: Building a culture of continuous improvement, Kogan Page Publishers.
    Chandani, A, Mehta, M, Mall, A & Khokhar, V 2016, 'Employee Engagement: A Review Paper on Factors Affecting Employee Engagement', Indian Journal of Science and Technology, vol. 9, no. 15.
    Rama Devi, V 2009, 'Employee engagement is a two‐way street', Human Resource Management International Digest, vol. 17, no. 2, pp. 3-4.
    Saks, AM 2006, 'Antecedents and consequences of employee engagement', Journal of Managerial Psychology.

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    Replies
    1. Surangi PereraDecember 26, 2021 at 9:34 AM

      thank you for the useful insight. apart from the point you raised, several other well-known applied research and consultancy organizations had defined engagement on similar lines, often emphasizing the importance of discretionary behaviour as the vital outcome or distinguishing feature of an engaged employee. (Gallup 2009). Engagement is a positive, fulfilling, work-related state of mind characterized by vigour, dedication, and absorption ( Maslach et al. ,2001)

      Delete
  2. Manoj JayasiriDecember 26, 2021 at 11:07 PM

    Hi Surangi , Agreed with your points and further would like to add Job design is an important factor in enhancing engagement. Macey et al (2009: 69) commented that ‘People come to work for pay but get engaged at work because the work they do is meaningful.’ It is Intrinsic motivation and therefore increased engagement can be generated by the work itself if it provides interest and opportunities for achievement and self fulfilment.

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