Employee Engagement…promotion and reinforcement

Image: CC_Alex_e._Promios_people_on_escalatorThis is the third article in our short series on employee engagement, based on some questions we asked in the autumn 2012 edition of our UK Reward Management Survey.  

We have already looked at the general perceptions of the state of employee engagement; how these compare to the views expressed when we last asked the question over two years ago; how people measure engagement; what good engagement looks like; and how organisations tell if they have a problem with engagement.  

We will now consider what people are doing to promote or reinforce employee engagement.  

Our previous articles showed how employee surveys are used to measure engagement. About half of all responses also said that surveys were one of the actions they had or were planning to take in relation to engagement. Many explained that it was not adequate to just conduct a survey; rather they stressed the importance of taking action. Examples included:

“All teams must have an action plan taken from their engagement results.”

“Following employee opinion survey results, we have project teams in each business area to tackle any issues highlighted.”

Almost as frequently mentioned was the importance of communications and the instigation and use of employee forums and consultative bodies.  

“Reinvigorate employee reps meetings, re-brand benefits promotion, increase number of management forums which take place each year.”

“The executive representatives on the engagement forum meet monthly to understand current business changes and the correlation to engagement.”

Other initiatives mentioned by some of the respondents included:

  • Reward, aimed at improving recognition as well as helping to promote career development;
  • Training and development in leadership, as well as for employees generally;
  • Team events, at and away from the workplace; and
  • Improving people processes such as performance management, recruitment and induction.

The overall impression is that engagement remains a significant item on the HR agenda. Furthermore, despite most organisations feeling that they are generally successful in engaging their people, there is a need to continue to work at it.  There is also a strong sense that there is no single simple solution to how to “fix” engagement.