What is employee engagement?
Employee engagement goes far beyond than having an employee who is content with their work. Some employees within your organization may seem happy and love working at work But are they really engaged?
Engagement in employees is a commitment to the emotional; it’s the motivation employees must be 100% in every day work and do their best to impress everyone around them.
Employees who are engaged are motivated to put in the effort because they are passionate about their job and want to assist their organization in achieving its objectives. They are aware of their job, and how it is connected with the company’s overall goals. They are more customer-focused and spend less time away from work.
Engaging your workforce is essential to an effective financial performance of the company and has the benefits listed below:
More Productivity
Motivation of Employees to Work
More Customer Satisfaction
The Sales Increased
More Profits
More Shareholder Returns
Engage employees the Ten C’s to Engagement
It is reported that the Ivey Business Journal provides a variety of options for actions to be taken to increase the engagement of employees. Here is a list of 10 C’s of employee engagement:
Connect: The leaders of their organisation have to show how much they appreciate their employees.
Career: The majority of people would like to explore new ideas in their jobs and are able to take advantage of the opportunity to advance their careers. Leaders must provide their employees with stimulating and rewarding work.
Clarity: Employees would like to have a clear and concise vision for their organization. Leaders need to present this vision and provide employees an understanding of the goals they wish to accomplish and how they plan to reach these goals.
Convey: Effective leaders develop methods and procedures that assist the achievement of goals and mastery of critical tasks. They should also give employees feedback about their contribution to the company’s overall performance.
Thank you: According to the results of a recent survey, most employees are satisfied with receiving immediate feedback when they perform low, and they receive less praise when their performance is excellent. A leader who is effective should provide guidance and encouragement while giving plenty of appreciation.
Contribution: Employees want to feel that their work is contributing to the success of the organization. A great leader can help their employees see and feel that their contribution is beneficial to the business.
Control: Employees want to be in control of the flow and pace of their work. Leaders must establish a system that lets them be in control of this and be in charge of their issues and solutions.
Collaboration: A great leader can be a team-builder. Employees who are able to trust and co-operation with their team members are more productive than teams and individuals that do not have good relationships. Leaders must communicate the importance of cooperation within their organization.
Credibility Employees would like to be at ease in their work and the company they work for. The leaders must maintain the reputation of their company and adhere to high standards of ethics.
Confidence: A leader who is confident will build trust within the company by providing the highest ethical standards and high performance standards.
Higher Profits and Engagement of Employees
Based on numerous research studies and research, it is evident that employees who are engaged make an enormous difference in the revenue and output of an enterprise. If employees are engaged, they are happier and more efficient and can contribute more to the overall success of a business.
A study by Gallup says that businesses with an engaged workforce beat their competitors by 147% in terms of earnings per share. Furthermore is the case when a business succeeds in engaging its staff as well as its customers, they can expect an increase of 240% in business performance.
Towers Perrin surveyed 600,000 employees across various industries in the year the year 2006. Based on their findings they discovered that over the time of study firms with high engagement increased 19.2 percent in operating earnings and those with low levels of engagement decreased 32.7 percent..
Measurement of the engagement of employees
Monitoring the level of engagement of your employees is vital. If you’re not sure of what your employees’ current levels are and you want to establish a baseline what can you do to enhance and manage the level of engagement?
These surveys are intended to assess and evaluate how motivated and engaged employees are to do their best each day. Through these surveys, you will learn more about the attitude and mindset of employees towards their job and their overall work environment. You can also identify issues that could hinder your employees from performing their best.
If you take action over time to enhance your primary engagement factors, you’ll build a more efficient and efficient workforce as well as an organization that is more profitable.
Some Tips to Ask the right questions
You’re looking to get every actionable insight are available from the employees survey of engagement. You’ve put a lot of effort into conducting your survey, so be sure you’re asking top-quality, actionable questions as you go along. Here are some tips to remember when creating a survey for your staff engagement survey:
Keep your questions simple. If the survey question gets too lengthy and complex reduce it by breaking it down into several questions. This will allow your employees the ability to give clearer answers and makes analyzing the data much easier.
At minimum one open-ended question about where improvements could be implemented. This allows your employees to share their thoughts on their job and the environment in general.
Ask for more information, but not as much. The primary purpose of conducting the survey of employee engagement is listening to the opinions of your employees. tell you. Some questions might require more explanations of the context, but it should be kept to a the minimum to ensure effectiveness of the survey.
Be sure to arrange your responses so that they are on a 5-point scale. Since many of the questions in your survey will be answered using a “Strongly agreed-Strongly disagree’ scale ensure that you maintain this scale across the entire survey. This will allow for more efficient analysis of data since you can easily compare scores for every question.
Sample Sections and Questionnaires of the Engagement Survey for Employees. Engagement Survey
To ensure that your staff engagement survey is organized it is possible to break it down into sections that represent the main factors that drive engagement. This will help employees give specific, well-defined input for each area and input, but will also provide you with an understanding of what areas require improvement. Here’s the list of typical areas you might see on an employee engagement survey. It also includes some examples of questions to help you get going:
Demographics
Age, Gender, Location, Division, Department, Tenure
Leadership (example questions):
The leader clearly communicates the company’s objectives and the values.
I trust the top management of this organization.
Planning (example questions):
It is well-planned for the corporate goals.
The upper management level of my company gives clear direction and guidelines to follow in the near future.
Your manager (example questions):
I receive the help I require to be successful from my boss.
My manager recognises my efforts.
Your job (example questions):
I have a good understanding of my role.
I am aware of the significance of my contribution in the overall success of the company.
Job Satisfaction (example questions):
I enjoy the type of work I do.
I feel I am appreciated in this organization.
Workplace Culture (example questions):
There is a lot of positive energy displayed by the other employees.
This company is focused on providing a high-quality service to our clients.
Communication (example questions):
Information is freely shared between departments and teams.
Information is quickly flowing through the company.
Motivation, Commitment, Empowerment (example questions):
I have a strong feeling of belonging to the organization I work for.
The organization motivates me to give greater than I normally do in my professional work.
Your Team (example questions):
My colleagues have great skills and capabilities.
It is a good exchange of information among my colleagues.
Education as well as Career Growth (example Questions):
I am provided with the help I require to meet my professional goals.
I am able to access training programs that can aid me in reaching my goal.
Recognizing and Rewarding (example Questions):
I get fairly paid for the work that I do.
With all the effort I have put into and accomplishments in the workplace I feel that I have been quite rewarded.
Technology, Resources Technology Resources, Technology Technology, Resources, and the Work Environment (example Questions):
I have the information I require to do my best.
In my workplace, my workplace is a suitable physical environment for the job I perform.
Work/Life Balance (example questions):
My work hours are flexible.
I can maintain an adequate and healthy balance between my professional and personal obligations.
Diversity and inclusion/Equal Opportunity (example Questions):
I receive fair treatment and respect by this organization.
I’d be able to confront harassment and bullying without worrying that it could have a negative consequences for me.
The Final Notes (example Questions):
Open-ended question: What you love best about your job?
Open open ended inquiry: Which thing do dislike most about working here?
Key Employee Engagement Statistics for Key Staff
87% of workers worldwide aren’t engaged at work. Companies that have highly engaged employees beat their competitors with 147% more terms of earnings per share. (Analytics tools and strategies to Improve your Workplace, Gallup)
Employee Engagement is now the most important issue for executives, leading us to a completely new approach to management. (7 Amazing Trends in Employee Engagement for 2015, 15 Five)
Disengagement from active operations costs between 450 to 550 billion annually in the US according to data from the 2013 Gallup report.
70% of employees who are engaged claim to have a clear understanding of how they can meet the needs of customers, whereas less than 17% unengaged employees agree. (How engagement impacts company profit and performance, HuffPost)
Based on research of more than 600,000 employees across diverse industries, firms with high levels of engagement increased 19.2 percent of their operating income when those with lower levels of engagement dropped 32.7 percent during the time of the study. (How engagement affects company profits as well as Performance HuffPost)
84 percent of highly engaged employees believe that they have the ability to positively affect how they perceive the value of their company’s products, as opposed to 31% of those who are disengaged. 72 percent of highly engaged employees believe that they can positively influence customer service, while only 27% of disengaged. 68 percent of highly engaged employees believe that they can significantly impact the costs of their work or company, as opposed to 19% of disengaged. (What is the most engaging for employees? or the Ten C’s of engagement, Ivey Business Journal)
