Give in 10 ways to engage "your employees so !they can satisfy "your customers and !enhance your !organization’s !performance.

www.glue-to.com

By Tim Morawetz Principal, Glue Inc.

September 2011

Give

in With good reason, ‘employee engagement’ is

one of the hot-buttons in organizations today. "The looming talent shortage caused by the aging population, plus increased mobility among workers due to heightened personal expectations, makes the task of finding and keeping first-rate staff a key priority.

 If you accept the premise that, in the right workplace environment, most people have the potential – and even the desire – to be strong contributors, then there are plenty of steps that "all types of organizations can take to strengthen employee engagement.

The big win from greater employee engagement is the positive impact on your organization’s customers, clients, business partners, volunteers or other stakeholders, which in turn improves your financial performance.

 The following pages present 10 ways you "can take action to enhance your workplace environment and boost employee engagement.

Give inspiration instruction information informality interaction influence initiative input incentive intensity

Give inspiration. Explain your vision, mission and values.

Motivated by their own intrinsic sense of purpose, most people would be willing to help their employer be successful. But to do so, employees must first understand and then believe in what your organization stands for, and know how their individual efforts contribute to the achievement of that mission.

 The term ‘internal brand’ is often used to describe this employee-focused perception of the organization. Effectively communicating the internal brand is important during recruitment (to help attract candidates with the right ‘fit’), and especially during onboarding (when you have the unique opportunity to shape new employees’ perceptions of how your organization operates).

 Although the content of such messaging is often lofty, strive to present it in simple, direct language (words and images) that speaks to the heart, as well as to the head. Storytelling can be a powerful tool in conveying these intangibles that set the organization apart.

1

Give instruction. Provide the training and tools needed for success.

Clearly, employees need to know how to perform their workplace duties, and be equipped with the right tools to get the job done efficiently. In today’s digital world, developing and delivering high-impact training programs (whether in-person or online) has never been easier. Remember to accommodate people’s different learning styles (i.e., visual, auditory, hands-on doing).

 Beyond training for today, think about building employee capability for tomorrow. Although less relevant for seasonal or blue-collar workers, establishing and tracking individual career-development plans adds variety and challenge to the employee work experience, while helping the organization address its future skill requirements.

In larger organizations, such talent-development efforts might take the form of internal courses and programs; in smaller organizations, it can involve "classes offered by local or online educational institutions. Regardless, employees should know how the learning will enhance their future success and career prospects.

2

Give information. Candidly share how the organization is doing.

In the absence of real information about your organization’s activities and performance, damaging rumours can easily fill the void and thus weaken workplace morale and productivity.

Well-publicized business crises, from Tylenol tampering back in 1982 to listeriosis contamination at Maple Leaf Foods in 2008, demonstrate that telling the truth, right away – no matter whether the news is good "or bad – is the best way to earn the trust of employees and other stakeholders.

 For ongoing internal communications (such as change or business-improvement initiatives), consider developing a memorable theme or slogan that both encapsulates your key message and nurtures a sense of pride and connection to the cause.

Finally, be sure your staff are aware of the full range "of group benefits and employee assistance programs (e.g., elder care, flexible work hours), and understand how to access them.

3

Give informality. Encourage cross-hierarchical interactions.

Although org charts and supervisor-worker relationships are needed to establish accountabilities, it’s advantageous to nurture an internal climate where your employees at all levels feel comfortable connecting with colleagues – upwards, downwards or sideways. The sense that ‘we’re all in it together’ created by such openness can be especially helpful in times of change or challenge.

Informal or formal workplace mentoring – pairing younger workers with more seasoned ones – helps both parties gain knowledge and insights from each another while providing a natural means of transmitting your corporate culture and internal brand from one generation to another.

 Another means of encouraging casual connections is by offering onsite recreational equipment such as comfy couches or pool tables, or by supporting after-work hockey or ultimate frisbee teams.

 Speaking of informality, take reasonable steps to allow staff to express their own personalities. As long as they are getting the job done and are not interfering with co-workers, offending customers or compromising the organization’s image, allow employees to express their individuality (e.g., in how they present themselves or decorate their workspace).

4

Give interaction. Promote sharing and collaboration.

Closely related to informality is interaction: deliberately creating opportunities for employees in different areas of the organization to work together and share ideas.

Such interaction can be achieved by assembling cross-functional project teams, and by employing online tools to document and share best practices (vitally important for employees working in dispersed locations or from home offices.)

No other form of interaction, however, matches the impact of actually bringing together your employees and their senior leaders, face-to-face, to discuss business developments, work on shared challenges, and simply have fun together.

(For eight tips on maximizing the value of face-to-face employee meetings, see Glue’s whitepaper, Coming together in a virtual world.)

5

Give influence. Invite staff to express their views to the leadership team.

Most of us welcome the chance to be heard when we have something to say. It’s helpful to offer ongoing opportunities for your organization’s opinion-leaders (both supportive and contrarian) to personally interact with senior management and safely speak their mind.

 Leaders can provide such forums by hosting "regular live town-hall meetings, inviting work groups or individuals out for lunch or a drink after work, or simply taking time each week to walk the halls of the office, store or plant to meet with and listen to staff.

Be sure to thank employees for expressing themselves, then spend sufficient time reviewing the input you received. If there are ideas you cannot implement, be sure to explain why not so as to avoid creating cynicism.

 For those staff who may be less comfortable speaking out in public, offer anonymous ways to share their ideas. Traditional or digital suggestion boxes, as "well as periodic online surveys, enable employees to express their opinions, concerns or suggestions for business improvement.

6

Give initiative. Empower employees to take the lead.

It’s easy to fall into the trap of simply telling employees what to do. A more enlightened approach may be to explain what outcomes you’re expecting them to achieve, then encouraging individuals or teams to determine their own way to achieve the desired results.

A culture of innovation requires leaders to allow their people to make mistakes, while encouraging and supporting their efforts and celebrating their successes. Within reason, permit staff to beg for forgiveness rather than insisting that they always ask for permission first.

Empowering employees to unleash their creativity "and take the lead in addressing challenges will yield greater staff dedication and enhanced organizational performance.

7

Give input. Meet regularly to discuss employee performance.

In many organizations, performance reviews are a dreaded annual event where employees expect to hear about all the things they’ve done wrong. Handled correctly, however, the process of regularly reviewing performance helps you stay in touch with staff, allowing you to observe what’s going well and take steps to address any areas needing improvement.

 At the start of the year, supervisors and employees should mutually agree upon measurable performance goals that are explicitly connected to broader organizational goals. Then, ideally on a quarterly basis, meet with individual employees to discuss their progress, and offer resources as appropriate to help address issues. Your supervisors may require special training on how to consistently conduct effective performance reviews.

 If, despite these efforts, the performance of specific employees does not improve, they must be removed. Otherwise, your average performers may ‘slack off’ without fear of consequences, while your top performers can get frustrated and quit.

8

Give incentive. Recognize important contributions.

In some organizations, formally rewarding individuals "or teams with cash bonuses or special awards fits well with their culture. In others, such an approach may backfire and cause resentment and de-motivation.

Recognition is generally a less risky and more compelling form of workplace incentive. It should ideally come from peers as well as supervisors. For greatest impact, conduct the recognition as soon as possible after the positive behaviour. And, consider the individual employee’s temperament when delivering recognition: a public congratulations ceremony may suit an extroverted sales rep, while a handwritten thank-you note from a manager may be better for quieter types.

Not all recognition must be based on tangible outcomes. A retail employee’s above-and-beyond efforts in handling a customer complaint, or a plant worker’s contribution to a safety committee, can warrant special commendation.

Providing it’s done fairly, incorporating some form of profit-sharing or gain-sharing in the compensation structure enables all employees to financially benefit from their contribution to the organization’s success.

Finally, years-of-service milestones should not slip by unmarked. By saluting the tenure of specific workers, the organization demonstrates its appreciation for their commitment, while signalling to younger employees that it values employee loyalty.

9

Give intensity. Foster a culture of urgency and passion for results.

This final engagement principle is more about ‘how’ than about ‘what.’

The current uncertainty in the marketplace and rapid pace of change means that ‘business as usual’ is no longer an option. The mantra of ‘faster, smarter, cheaper’ is being heard in boardrooms far and wide.

 Making this rallying-cry come to life demands that everyone in the organization operate with a sense of urgency. If employees perceive this pursuit of intensity as desperate and heavy-handed, they may feel threatened and withdraw. On the other hand, if leaders confidently walk the talk and celebrate the organization’s successes, this passion for results becomes ingrained in the workplace culture and turns into a powerful competitive advantage.

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About Glue

Glue Inc. is a consulting practice, established in 2002, that collaborates with corporations, professional practices and not-for-profit organizations to strengthen the connections between their internal constituents and thus enhance their performance.

Communications that stick. Glue Inc. 2 Burnham Road, Toronto, Ontario M4G1C1 Canada (416) 703-5300 • info@glue-to.com • www.glue-to.com