\u201cA motivated employee is not only happier, healthier and more fulfilled at work, but they are also more productive,\u201d says Jonny Gifford, a senior research advisor at the Chartered Institute of Personnel and Development (CIPD).<\/p>\n
\u201cResearch has shown a number of relationships between the way people are managed, their attitudes and behaviour and business performance. Organisations can expect to witness greater profit, revenue growth, innovation, staff retention and customer satisfaction as a result of motivation and other aspects of employee engagement.\u201d<\/p>\n
As it stands, just over half (58%) of the UK\u2019s employees feel engaged at work3<\/sup>. So how can companies bridge the gap? One option is engaging the services of an employee experience manager<\/a>. However, if you want to do this yourself, the first step is acknowledging the difference between the two concepts \u2013 and how they translate practically into the workplace.<\/p>\n Engagement v experience <\/strong><\/p>\n \u201cEmployee engagement is the connection to the organisation or the brand, the connection to leadership and management and the connection you have with the job itself,\u201d says Niall Ryan, employee experience consultant and former Head of Employee Engagement at Harrods.<\/p>\n \u201cBut the employee experience is how the organisation works internally for the employees who work there, encompassing the experiences they have with the leadership and their manager, all the way through to \u2018how do I do my job\u2019?\u201d he continues.<\/p>\n \u201cIt\u2019s experiences that shape how engaged people are.\u201d<\/p>\n The end result should be employees that not only want to go the extra mile, but \u201cgenerally demonstrate a high level of awareness surrounding the wider business context of an organisation, and carry out their work with these in mind,\u201d says Jonny.<\/p>\n Going back to basics<\/strong><\/p>\n However, before even considering how you implement these connections, it\u2019s essential to consider how you are responding to employee needs at a basic level.<\/p>\n \u201cMaslow\u2019s hierarchy of needs applies to engagement \u2013 are you taking care of your employees\u2019 hygienic needs, covering the basics such as good food in the canteen, the right tools to the job and clear guidance from managers? Even the basics of recognition \u2013 is anyone saying thank you?\u201d asks Niall.<\/p>\n \u201cWhen you take care of the hygienic needs, the security of a job, more capable management, you can then start to look at forums for two-way dialogue, where people feel like they are listened to, they feel like they can change things, they are contributing,\u201d he concludes.<\/p>\n Creating connections<\/strong><\/p>\n It is at this point that the brand, leadership and job role start to come into play. But just how do you make sure that every employee is connected with your brand, their leaders\/managers and their role?<\/p>\n You don\u2019t.<\/p>\n \u201cIt\u2019s a fallacy to engage 100% of your workforce. It\u2019s not possible and I don\u2019t think you should put your efforts into doing that,\u201d says Niall.<\/p>\n \u201cThere are people who are fully engaged, disengaged and then there are people in the middle who are passive. The passives \u2013 or the swing vote, as I like to call them \u2013 are the ones to give more focus to,\u201d he reveals.<\/p>\n \u201cPassives aren\u2019t ineffective people by any means. They are probably the backbone of your organisation. But they are the people you need to be mindful of, because they are not as immersed in their roles as you would like which can be for many reasons; professional and personal.\u201d<\/p>\n In order to ensure your passive staff members don\u2019t disengage, consider facilitating relationships between them and your fully engaged employees, or engagement ambassadors, those who are enthusiastic about every element of your business. It will get these employees thinking more productively about the role they can play in the organisation, all while contributing to a positive employee experience. While the passive workforce should be your focus, \u201cwe can\u2019t forget those who are fully engaged \u2013 it is still important to show them how valued they are in the organisation,\u201d Niall notes.<\/p>\n Measuring success<\/strong><\/p>\n A strong engagement strategy is well and good, but with no way to measure it, there\u2019s no way of figuring out if it works. Prior to implementing any new initiatives, you need to capture a clear picture of where your employees are at, where you want to get to and how will you know when you\u2019ve reached your goals.<\/p>\n \u201cA barrier to engagement can be a lack of knowledge surrounding what motivates employees,\u201d says Jonny.<\/p>\n \u201cEvidence-based people management is vital if employers are to understand what factors are de-motivating their employees and make good decisions on which engagement initiatives to employ. This will often highlight things like poor line management or frustrating HR systems.\u201d<\/p>\n The aforementioned data is traditionally collected through annual employee surveys. Getting this method right is crucial.<\/p>\n \u201cMeasuring engagement with composite scores carries a serious risk of over\u2010simplification. It is easy to fall into the trap of combining a range of distinct factors into an unhelpful single metric,\u201d explains Jonny.<\/p>\n \u201cA better approach is to measure distinct components \u2013 for example, motivation, organisational commitment, organisational citizenship, shared values, autonomy and employee voice.\u201d<\/p>\n For Niall, the problem lies in the \u2018annual\u2019: \u201cAnnual employee surveys are falling out of favour quite rapidly, with a shift into pulse surveys.\u201d<\/p>\n \u201cYour business asks the customer in real time what they think about your brand, so it\u2019s an oddity to only ask your employees once a year. The pulse survey process should allow organisations to be agile in its listening and agile in its response,\u201d he continues.<\/p>\n Shifting strategies <\/strong><\/p>\n As the world of work shifts, your business needs to shift with it. Taking a pulse approach, with bite-sized changes, can make huge differences to your overall engagement strategy.<\/p>\n \u201cThe most powerful thing to exist in my career is communications. Whatever you do, you need a core foundation of communicating whatever you\u2019re doing as an organisation that\u2019s both meaningful and relevant for your employees,\u201d says Niall.<\/p>\n This means building and maintaining a robust communications framework within your business that fosters two-way dialogue and leadership visibility and accessibility, keeping employees connected to the brand, purpose, strategy, their leaders and managers and each other.<\/p>\n Managerial recognition is a well-established element of engagement, but where businesses can find additional value is at a peer to peer level: \u201cThe strongest relationships in an organisation are often team relationships, so you need to create an opportunity to support and strengthen those relationships and communities,\u201d says Niall.<\/p>\n \u201cRecognition isn\u2019t just about the company doing top-down stuff, it\u2019s about creating opportunities for people to recognise each other.\u201d<\/p>\n At the crux of the matter is an emphasis on the employee voice.<\/p>\n \u201cIt\u2019s essential to give employees throughout the organisation a meaningful voice, to challenge or reinforce organisational policies and procedures,\u201d says Jonny.<\/p>\n \u201cInvolving employees in these decisions is key.\u201d<\/p>\n Niall agrees, noting it all comes back to the employee experience: \u201cWhen things aren\u2019t quite working right, identify a group of people who are passionate about helping the organisation and let them be agents of change.\u201d<\/p>\n \u201cBy facilitating a cross-functional group of people \u2013 doesn\u2019t matter what level \u2013 that all have a common focus, you\u2019re offering the wider organisation a chance to really help and get involved.\u201d<\/p>\n –<\/p>\n This piece is the fifth in the series: \u2018Make your working life exceptional: a guide to creating a better workplace.\u2019<\/em> Read part one about mental health here<\/a>, part two about flexible working<\/a>, part three about workplace design<\/a> and part four about diversity<\/a>.<\/p>\n –<\/p>\n As organisations look for ways to attract and retain the best talent in this ongoing candidate-led market, hiring managers are increasingly examining the importance of employee engagement in the modern workplace. However, just as the world of work continues to shift and transform, what it means to engage staff is also evolving as companies look<\/p>\n![\"\"](\"https:\/\/tiger-recruitment.com\/wp-content\/uploads\/2018\/08\/iStock-863497498-1-1024x683.jpg\")
<\/p>\n![\"\"](\"https:\/\/tiger-recruitment.com\/wp-content\/uploads\/2018\/08\/25-Probation-periods-2-1024x682.jpg\")
<\/p>\n1. https:\/\/www.cascadehr.co.uk\/hr-landscape-2018\/
\n2. https:\/\/www.charliehr.com\/state-of-employee-engagement<\/h6>\n","protected":false},"excerpt":{"rendered":"