A business that has employee engagement strategies tends to have less sick days to account for. Companies with engaged employees can expect to see a reduction in the number of days of work missed by an average of four days per employee per year. Those who come to work every day, do so because they believe in what they are doing.
They feel as though they have the backing of the company they are doing it for and want to show up and work hard. They have an emotional commitment to the work, which drives them to help the company reach its goals. This concept measures engagement through an employee survey that works a lot like a personality assessment in that they both rely on benchmark data to interpret scores. When the answers are received, they are compared to the benchmark data.
If you are unsure exactly how to measure employee engagement, start with a survey backed with benchmark data to receive an accurate assessment. An extensive style questionnaire with around questions will allow you to have a well-rounded understand of many different areas related to employee engagement.
Now you have your survey and the results, what do you do with them? Interpreting the results is another matter entirely.
Results will come to you in raw scores and T-Scores. The raw scores will give you the average of all the responses to the survey.
In times like this, having the benchmark data comes in handy. If you can compare your data to that of other companies who have completed the same survey, it gives you a better determination whether the scores are low or high.
T-Scores are one method of representing benchmark scores and tell you how your scores compare to other places. Upon evaluation of the survey and results using the above methods, employers can find out which percentile their employees fall when considering the different areas where engagement is measured.
Now that you have completed your survey and interpreted your data, you need to know how to increase employee engagement. Once you have determined the areas that need reinforcement, there are many strategies you can implement to help drive your team to success. Now that you know why employee engagement is so important to your business, you can begin to look at the strategies to increase these levels.
A common mistake those in managerial positions tend to make is believing that these decisions need to come from the highest position of the hierarchy. The best way to carry on these strategies is starting with the employees, right up to the chain of command, to the bosses themselves. Use and share the information from the employee engagement survey with all the department managers, empower them so they can take that knowledge back to their individual teams. When the employees are made aware of the results, you can then talk to them about their ideas for improvement.
When they are part of the solution, they are less likely to be the cause of the problems. As a manager, it is your responsibility to help lead the employees to be a successful, cohesive team.
That starts with the collaboration of ideas to help rectify any issues that crop up through the survey. Give them the freedom to experiment with different solutions. If you try to control the project from the top down, your team members may see the project as yours rather than theirs. Give participants a chance to display their talents and ideas, and they'll be motivated to make the project a success. Some team members are naturally assertive and self-confident, while others are naturally shy and quiet.
An assertive and self-confident person doesn't necessarily have better ideas than a shy and quiet person, but assertive people are a lot more likely to be heard and to have their ideas acted upon. To get the best out of your quieter team members, structure your meetings so that everyone has an equal opportunity to speak. Give people time to fully articulate their ideas. Try to assess each suggestion as objectively as possible based on the idea itself and not the personality of the team member proposing it.
If you don't like a suggestion or choose not to make use of it, don't criticize it too severely. This signals a clear opportunity for employers and leaders—an open door to encourage your employees at all levels to develop and live their purpose at work. Yet when we asked if people are living their purpose in their day-to-day work, the gap between executives and others mushroomed.
Whereas 85 percent of execs and upper management said that they are living their purpose at work, only 15 percent of frontline managers and frontline employees agreed.
Worse, nearly half of these employees disagreed , compared with just a smattering of executives and upper management Exhibit 2. Any parent will tell you that having children is life altering. Intriguingly, this axiom appears to extend to purpose as well. Parents in our survey were 1. Time always feels scarce, so given the trade-offs that parents make between work and home, our findings suggest that parents are keen to make work time as meaningful as possible. Both sentiments were echoed in focus groups that we conducted independent of the survey mentioned in this article.
It changed my vision of the long game. I want to make my children proud. Executives are nearly eight times more likely than other employees to say that their purpose is fulfilled by work. Similarly, executives are nearly three times more likely than others to say that they rely on work for purpose. Sixty-two percent said that while they get some purpose from work, they want to get even more. These less satisfied respondents reported lower average work and life outcomes than more satisfied peers did—everything from reduced feelings of energy and life satisfaction to lower engagement, satisfaction, and excitement about work Exhibit 3.
Negative work and life outcomes for employees inevitably translate to negative outcomes for the business. Moreover, the subtlety of some of the findings around frontline employees masks deeper issues.
Why, for example, are frontline managers and employees so much less likely than others to rely on work for purpose? The numbers suggest that shortsighted leaders may be conditioning them to feel this way. While such gaps should distress you—many of the employees closest to your products and customers may have stopped relying on you for the purpose they say they want—the findings also offer hope. When employees at any level say that their purpose is fulfilled by their work, the work and life outcomes they report are anywhere from two to five times higher than those reported by their unfulfilled peers.
And this finding holds regardless of whether employees currently rely on work for purpose. Employees—and the organization—stand to benefit anyway.
The choices that company leaders and managers make are the X factor in helping employees fulfill their purpose at work. By making better choices—starting now—you can make a positive difference in the lives of your colleagues and the performance of the company. Taking time away from your desk helps you to process and retain information, as well as boosting your creativity and productivity. Taking your breaks with members of your team can help to build relationships and create a sense of togetherness.
There have even been studies that show those who talk more with co-workers are more productive. Promoting wellbeing benefits everyone, resulting in a healthier and more inclusive culture where people feel engaged and have better morale. You can check out further details about wellbeing in the workplace at mind. The workplace should be a place where everyone has the opportunity to improve themselves and grow professionally.
To support your team at work, try to cultivate an atmosphere where everyone feels comfortable learning and developing. From a leadership perspective, this could mean creating opportunities for mentoring, training, or learning on the job.
By promoting the spreading of skills among your team, you can encourage them to learn from each other and solve problems together. No matter what your level of responsibility is, you can help to create a working environment where people are willing to learn and to teach.
The benefits of doing so can be felt by everyone, both in their wellbeing and in the results they produce. Category: FutureLearn Local , Learning. Category: Current Issues , General. Category: Digital Skills , Learning , What is. We offer a diverse selection of courses from leading universities and cultural institutions from around the world. These are delivered one step at a time, and are accessible on mobile, tablet and desktop, so you can fit learning around your life.
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