In times of economic flux, budgets often tighten with employee engagement initiatives frequently taking the hit. But, employee engagement isn't merely a 'nice-to-have'; it's essential to business success—and there's data backing this.
Research indicates that organizations with highly engaged teams see a 23% increase in profitability compared to their counterparts. In today’s business environment, prioritizing employee engagement is crucial, especially for the C-Suite and HR leaders aiming to maximize growth.
In this eBook, you’ll learn:
Employee engagement. Not a new concept in the ‘people’ realm of work. Employee engagement and employee engagement strategies have been a top priority for Chief People Officers, CHRO’s, and their teams for over twenty years. It has, however, historically been viewed by the executive suite as a nebulous “soft skills’ concept, birthed in academia and fed and watered in the fertile ground of management consulting firms.
Initiatives aligned to drive employee engagement are often one of the first to fall victim to budget cutting exercises and the last to be holistically embraced and lived by the organization. Yet, strategies targeted at improving employee engagement are some of the most overlooked opportunities to drive both top and bottom line growth. Why? Some organizations can’t produce the data in house to illustrate the correlation between engagement and business outcomes, making it hard to justify the investment. Others struggle to identify the key areas to measure and translate the concept of engagement into actions and behaviors that are effectively and consistently applied by leaders and employees. Some organizations don’t measure at all. As organizations balance many competing priorities and initiatives, these challenges are just enough to push employee engagement to the back corner of senior leaderships carousel of strategic planning initiatives.
Organizations that invest in defining, fostering, and measuring the ways employees connect - with their work, one another, and the organization - will realize lasting, measurable impacts on business outcomes.
There is no shortage of definitions of employee engagement. Most attempt to weave together psychological and business concepts, resulting in a maze of motivations, emotions, perceptions and understanding that are difficult to shift from words on paper to ways of being at work.
Author and consultant, David Zinger defines engagement as “. . . the art and science of engaging people in authentic and recognized connections to strategy, roles, performance, organization, community, relationships, customers, development, energy, and happiness to leverage, sustain and transform work into results.” Gallup’s definition of engagement is a bit more digestible but still riddled with the complexities of human emotion and subjectivity. “Employee engagement is the extent to which employees feel passionate about their jobs, are committed to the organization, and put discretionary effort into their work.”
A succinct and outcome oriented definition offered by , employee engagement is, “how much an employee is committed to helping their organization achieve its goals. It’s demonstrated by how employees think, feel, and act, as well as the emotional connection employees feel towards their organization, their work, and their team.” In other words, if people feel connected – in a positive way - to the work they are doing and the people they are doing it with, they will perform better and so will the organization.
But how does employee engagement ‘show up’? How do engaged and connected employees act and behave at work? Although it isn’t safe to assume every engaged employee will display these characteristics, here are a few common and powerful characteristics that are easy to identify:
Engaged employees think, work, and interact in ways that improve the efficiency, effectiveness, and overall success of their team and the organization. Like the “rising tide lifts all boats” metaphor, engaged employees are a surreptitious force that can help organizations not only achieve positive business outcomes but continue to navigate challenges and changes to not only survive but grow and thrive.
Organizations that invest in defining, fostering, and measuring the ways employees connect - with their work, one another, and the organization - will realize lasting, measurable impacts on business outcomes. This eBook breaks down why employee engagement in the workplace is a business imperative and serves as a guide for how organizations can implement solutions that enhance business outcomes.
The Employee Engagement and Business Outcomes eBook explorers the following topics:
Download the eBook today!