Employee engagement used to be considered the soft skills of management. Now it’s considered imperative and all “good” organisations will have a Staff Engagement Strategy of some sorts, in place. The leadership makes a lot of resources available to produce strategies and they know how important staff engagement is. But how useful are these strategies to the day job, and is implementation of them under-resourced? Basically, how well does that strategy work in your workplace? It’s a telling sign of how well any organisation “lives the values it says it has adopted” to ask any member of staff what is the organisation value they are mostly driven by.
A recent Gallup pole suggested that, in 47% of organisations surveyed, staff engagement was the most important HR challenge. That is an amazing statistic! Particularly when you look at the results, which are pretty dismal: only 30% of staff were engaged; 18% were actively disengaged; with the remaining 52% not engaged. This means MERELY A THIRD OF THE GIVEN WORKFORCE ARE CONVINCED OF THE VISION, MISSION, VALUES AND OBJECTIVES OF THIER ORGANISATION. This is a truly disgraceful situation. Organisations should be ashamed of their organisation development initiatives as a result of this survey!
So for the next 5 weeks, we are going to address 5 simple steps to getting out of this dismal rut. It’s not rocket science but it takes courage and a dedicated management team to turn such a situation around. Most of all, it takes consistent effort and commitment on a daily basis.
Whilst every organisation is different and will require it’s own engagement approach, there are key areas every one of them should focus on to get out, and stay out, of this engagement abyss:
Step 1: Create clear and credible values that are KNOWN and UNDERSTOOD;
Step 2: Build a healthy culture INTENTIONALLY;
Step 3: Insist on good MANAGER HYGIENE;
Step 4: Create platforms for POSITIVITY; and
Step 5: Understand what MOTIVATES your workforce and RECOGNISE and REWARD it.
So this week, we have a few hints and tips centred around clear and credible values.
“Those who say they “know and understand” the values of their organisation are 30x more likely to be fully engaged”
The absence of any recognition of the values which bind the organisation as one collective force, guarantees that staff will be disengaged. Below are some practical tips on ensuring values are truly embedded in your organisation:
- Have senior managers talk about them regularly. The values should be part of the daily vernacular;
- Make them part of your corporate communications strategy. Internal and external communications should not only contain references to the core values, but translate them into the “way we do things around here”;
- Link daily, weekly, monthly accomplishments to the values. NEVER miss an opportunity to reference the role of values in any individual, team or directorate accomplishment. They need to be seen and felt to be DRIVERS of effort.
Can you recognise any systematic way your organisation connects staff behaviour and work effort to the core values? What happens in your workplace that enables the values to come to life on a daily basis?
If you are struggling to answer those two questions, then you are certainly not alone. I recently facilitated a workshop of 30+ staff and not one person there could recount an organisation value to me. How could engagement become infectious in that organisation if nobody knew what glue was supposedly holding them together?
A healthy organisation culture is the easiest way to avoid the engagement abyss – but engagement and culture are the chicken and egg equivalent in organisational life. More about culture at another time, the foreseeable future focusses on engagement hints and tips.
If you have any tips to share about how to make organisation values known, please do so. Easy to say, difficult to embed, so how have you gone about it in the past?