Transcript
Page 1: Building an engaged workforce

BUILDING AN ENGAGED WORKFORCE

Page 2: Building an engaged workforce

In 2009 the Government published a report on the McLeod review of employee engagement, which drew on studies from a wide range of organisation’s in the private and public sector. The report revealed that there was a clear link between employee engagement and improved business performance

What is employee engagement?

• Employers want employees who will ‘go the extra mile.’• Employees want jobs that are worthwhile and that inspire them.• Employee engagement goes beyond job satisfaction, it is something the employee

has to offer, in other words discretionary effort.• It cannot be ‘required’ as part of the employment contract.

BUILDING AN ENGAGED WORKFORCE 2

Page 3: Building an engaged workforce

• Given the clear association between engagement and performance there is every incentive for managers to seek to drive up levels of engagement among the workforce.

• However, different groups of people are influenced by different combinations of factors and managers need to consider carefully what is important to the employees they line manage.

IMPLICATION FOR MANAGERS 3

Page 4: Building an engaged workforce

Research has repeatedly demonstrated the links between the way people are managed and business performance. There is no definitive all purpose list of engagement drivers, however the latest research by The Chartered Institute of Personnel Development (CIPD) and Institute of Employment Studies (IES) has revealed that the most common drivers of employee engagement are:

• Having opportunities to feed your views upwards – managers need to encourage and welcome feedback during 1:2:1’s.

• Involvement in decision making – managers need to invite suggestions from reportee on problem solving and decisions that need to be made.

• Freedom to voice ideas, to which managers listen – encourage your reportees to engage in open dialogue with you and senior managers.

• Managerial fairness in dealing with problems – treat all members of your team fairly and in accordance with policies and procedures.

• Managers need to show they are committed to the organisation – communicate changes positively giving clear rationale, even if you do not agree, with some decisions made at a more senior level.

• Keeping employees informed about what is going on in the organisation – regular team meetings ensuring information is cascaded e.g. update your team on information from SMT meetings where appropriate.

• Feeling enabled to perform well and opportunity to develop the job – allow reportees to do the job the way they want to, allowing them appropriate autonomy but providing guidance where needed.

IMPLICATIONS FOR MANAGERS 4


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