Employee engagement goes far beyond the existence of
technology and tools – it is something that needs to be well baked into the
culture of the organization. I stumbled upon a wonderful paper on a great site
I found that was chock full of interesting articles on employee engagement and
the psychology of work and employment and living life to the fullest being
personally satisfied and rewarded. The article entitled, “A call for the HIGH
PERFORMANCE HUMAN WORKPLACE” by Dominique Giulini, General Manager Novartis
Healthcare, Canada talks about the shift in thinking that is required now to
promote full employee engagement. Companies are increasingly challenged to create opportunities to fully engage their employees to increase both retention as well as quality of work. I’m
sure that many won’t like his approach or suggestions as they do challenge the
historic sacred cow of corporate culture – Profit. His premise is quite simple
yet presents a significant challenge for today’s leaders:
“This shift is from
seeing profit as the goal to profit as the result of meaningful things done in
This shift is best described by using the examples from his
paper that talk about one major aspect to this shift – based on numerous studies, employees prefer to have
a "Noble Purpose."
“This is Noble Purpose - Some Examples:
Noble Purpose is not jargon or a slogan. If it is not genuine
it doesn’t work. It starts in a leader’s heart and mind. It is always available
if you become 100 percent responsible for it in your company culture.”
When one starts doing research on "Employee Engagement", there are a couple of very well known groups that appear frequently having conducted major research on employee or "human capital" patterns of behavior. Both Aon and Towers Watson have provided insightful research on the topic.
From Aon's "Trends in Global Engagement" Report:
"Engaged employees deliver better performance, which
is critical for business success. They understand their role in the business
strategy, have a strong connection and commitment to the company, are more
involved, and strive to go above and beyond in their jobs. The bottom line is
that employee engagement matters—now more than ever. And the solutions for
maintaining or improving engagement are increasingly complex for companies
operating in an environment of instability and varied economic conditions.
Striving to maintain a higher level of employee engagement not only contributes
toward short-term survival during economic volatility, but is also a key factor
for longer-term business performance and better positioning when market
conditions become favorable. The companies that get engagement “right” will
enjoy a source of competitive advantage in talent strategy and business results
that is hard for others to replicate."
Embed engagement into business practices - engaging employees can't be a side thought. It needs to be part of the culture and fabric of the organization. Growing a culture of collaboration that allows employees easy and rapid communication speeds up both internal and external, employee and customer satisfaction.
From the Towers Watson 2012 Global Workforce Study — conducted with 32,000 employees
across 30 countries:
“The first gap is effectively enabling workers with internal
support, resources and tools, which can take a variety of forms. Think of the
helpful supervisor who prioritizes and organizes work, regardless of whether
the employee is in front of him or her, or 1,000 miles away working at home or
in a remote office. Think of efficient technology that works (and a helpful
help desk when it doesn’t). Think of a collegial work team ready to jump in to
help. Or of online tools and processes that give remote or contract workers
access to information and guidance to make good job-related decisions in real
“When engagement starts to decline, companies become
vulnerable not only to a measurable drop in productivity, but also to poorer
customer service and greater rates of absenteeism and turnover.” (from Towers Watson 2012 study)
Keeping employees engaged leads to happier employees and
ultimately that translates to happier customers. This is outlined
clearly in a post on the Harvard Business Review Blog by Tony Schwartz,
entitled "How Employee Engagement Hits the Bottom Line". In this post, Tony Schwartz praises the results of the 2012 Towers Watson study that "makes the most powerful, bottom line case yet for the connection between how we feel at work and how we perform."
He writes further; "For leaders, the key is to begin thinking of themselves as Chief Energy Officers.
Energy is contagious, for better and for worse, and disproportionately
so for leaders — by virtue of their influence. "The manager is at the
heart of what we might think of as a personal employee ecosystem," the
Towers Watson study concludes, "shaping individual experience ... day in
and day out.""
Side Note: Interestingly enough, Tony Schwartz also has the record for
the most read blog post in 2012 on the HBR site with a post that
everyone should read to reset their multitasking behavior and expectations for more
depth and productivity. "The Magic of Doing One Thing at a Time" by Tony Schwartz
Most of the social engagement rhetoric comes down to
directing an organization’s focus on building a customer-centric organization starting from the inside out. Without the employee and customer-centric internal health of the organization, the external or customer-facing engagement is doomed for failure. Here’s
an interesting video from the 2012 Oracle OpenWorld Customer Experience Summit Keynote with one of our partners, SapientNitro speaking with
customer, Vail Resorts, on the importance of building a customer-centric
There has been a lot written about how to better engage with your customers across all of the new and existing or "legacy" channels of communication. Most companies were used to evaluating how well they were doing in retail or other face to face engagement modes. With the rapid growth of online and social engagement venues, today's successful organizations have been forced to align their channels for message consistency, culture, and context.
For a deeper dive into this subject, not so long ago, we hosted Ray Wang, Principal Analyst & CEO
from Constellation Research as part of our Social
Business Thought Leaders Webcast Series where he spoke on the 9 C’s of Customer
Engagement - How to Engage Your Customers and Employees.