Employee engagement что это
Следовательно, можно ожидать, что организация с «высокой» вовлеченностью сотрудников превзойдет организации с «низкой» вовлеченностью сотрудников.
Вовлеченность сотрудников сегодня стала синонимом таких терминов, как « опыт сотрудников» и « удовлетворенность сотрудников ». Актуальность в большей степени обусловлена подавляющим большинством профессионалов нового поколения в рабочей силе, которые более склонны «отвлекаться» и «отвлекаться» на работе. Недавний опрос, проведенный StaffConnect, показывает, что сегодня подавляющее число корпоративных организаций (74,24%) планировали улучшить качество обслуживания сотрудников в 2018 году.
СОДЕРЖАНИЕ
Определения
Уильям Кан представил первое формальное определение вовлечения персонала как «привлечение членов организации к своим рабочим ролям; в вовлечении люди нанимают и выражают себя физически, когнитивно и эмоционально во время ролевых выступлений».
В 1993 году Schmidt et al. предложил мост между существовавшей ранее концепцией « удовлетворенности работой » и вовлеченностью служащих с определением: «вовлеченность служащего в работу, приверженность и удовлетворение работой. Вовлеченность служащего является частью удержания служащего». Это определение объединяет классические конструкции удовлетворенности работой (Смит и др., 1969) и приверженности организации (Мейер и Аллен, 1991).
Определение вовлеченности сотрудников остается проблематичным. В своем обзоре литературы в 2011 году Воллард и Шак выделяют четыре основных подконцепции в рамках этого термина:
Определения вовлеченности различаются по весу, который они придают отдельному человеку по сравнению с организацией при создании взаимодействия. Недавняя практика распределила движущие силы вовлеченности по всему этому спектру, от психики отдельного сотрудника (например, многообещающие услуги по подбору персонала, которые будут отфильтровывать «не вовлеченных» соискателей на работу), чтобы сосредоточиться в основном на действиях и инвестициях, которые организация делает для поддержки помолвка.
Коррелирует
Авторы
Благодаря широкому диапазону определений появляется множество потенциальных участников, способствующих желаемому уровню вовлеченности сотрудников. Некоторые примеры:
Участие
Обязательство
Сотрудники с наивысшим уровнем приверженности работают на 20% лучше и на 87% реже покидают организацию, что указывает на то, что вовлеченность связана с производительностью организации. Когда работодатели будут более чуткими, производительность, естественно, возрастет. 85% сотрудников в США считают, что их работодатели не проявляют сочувствия.
Продуктивность
При исследовании фирм, оказывающих профессиональные услуги, Hay Group обнаружила, что офисы с привлеченными сотрудниками были на 43% более продуктивными. Удовлетворение работой также связано с производительностью.
Личностные факторы и индивидуальные различия
Повышение вовлеченности
Драйверы взаимодействия
Некоторые дополнительные моменты исследования факторов взаимодействия представлены ниже:
Теории приверженности скорее основаны на создании условий, при которых сотрудник будет чувствовать себя обязанным работать в организации, тогда как теории вовлеченности нацелены на создание ситуации, в которой сотрудник по свободному выбору имеет внутреннее желание работать в наилучших интересах. организация.
Недавние исследования были направлены на улучшение понимания того, как взаимодействуют такие переменные, как качество рабочих отношений и ценности организации, а также их связь с важными результатами работы. С точки зрения сотрудника, «результаты» варьируются от твердой приверженности до изоляции себя от организации.
Вовлеченность сотрудников можно измерить с помощью опросов сотрудников, подробных опросов об удовлетворенности сотрудников, прямой обратной связи, групповых обсуждений и даже выходных собеседований с сотрудниками, покидающими организацию.
Стратегия взаимодействия с семьей
Опасности
Отраслевые обсуждения, дебаты и диалоги
Вовлеченность сотрудников открылась для отраслевых дебатов, в которых возникли такие вопросы, как:
Волонтерское участие
Employee Engagement: Definition, Importance and Strategies
It’s Time to Rewrite the Handbook for Employee Engagement in Hybrid Work Environments
This HP executive says that to thrive in the new world of work, companies must empathize with — and invest in — their workforces.
Best Employee Engagement Tools to Implement in 2021
Recruiting top talent is one challenge, retaining and engaging employees throughout their career at your company is an entirely other ball game.
What is Employee Engagement?
Employee engagement represents the degree to which employees feel invested in and motivated by their work. It sounds like a simple concept, but it plays a huge role in the performance of your business (more on that in just a minute).
Employee engagement levels are influenced by a number of different factors that vary by location, company, culture and individual characteristics. And not only are those factors different for each individual, they also change over time.
Why is Employee Engagement Important?
No matter how good of a work ethic and overall fit a person is to your company, their engagement levels will decrease significantly if you don’t have a plan to support their interests and needs throughout their career. Only 32% of employees are classified as engaged at work, which is a major issue for employers. Still, executives and leadership teams often wonder why employee engagement is important. The following three outcomes prove its positive impact on your business:
1. Improved employee satisfaction.
While 89% of employees are «somewhat-to-very» satisfied at work, that doesn’t mean they’re engaged. An employee can be totally satisfied chillin’ at their desk, sending emails and doing minimal work. That person is happy, but they certainly aren’t engaged. We don’t mean to scare you, though, because there is good news. While satisfaction does not equal engagement, engagement does typically lead to satisfaction. Engaged employees believe in the company and its mission, and they give their work everything they have every day. That engagement naturally leads to improved satisfaction. It’s a win-win.
2. Higher retention rate.
Engaged employees are 87% less likely to leave their current employer. That’s great news, but it gets even better. While more than half of disengaged employees would consider leaving their job for another offer, that number drops to just 25% among engaged employees. Once you’ve gone through the process of hiring a great employee, the last thing you want to do is start from scratch because they left for greener pastures. Engagement is the best way to make sure that doesn’t happen.
3. Enhanced productivity + profitability.
Yup. Companies with higher levels of employee engagement see a 21% increase in productivity and a corresponding 22% increase in profitability. If you’re not sold on the importance of employee engagement programs at this point, best of luck to you!
Creating an Employee Engagement Program
You understand the importance of employee engagement, but actually doing something about it can seem like a daunting task. As with most things in life, it helps to have a solid plan in place. That’s where employee engagement programs come in.
An employee engagement program is simply a documented plan for monitoring and improving employee engagement among your team. But, like anything involving humans, there’s a lot that goes into the process of creating an engagement program at your company.
Rather than diving into minutiae that may not be relevant to your company, let’s examine a few low-lift areas of focus when designing an employee engagement program. Before you get started, however, it’s important to take stock of where you’re at by first measuring employee engagement.
Mission and Value Statements
These statements are actually much more important than you may think. 80% of people feel more engaged with work that aligns with the company’s core values and mission. It’s easy to write a couple of sentences or full of buzz words to portray your company’s mission and value, but substance is always more important than style. Instead, take the time to talk with your entire team to establish core value statements that are meaningful and accurately represent your company and its people.
Job Descriptions
A job description is often the first touch point a potential candidate will have with your company. If you’ve ever tried to write a job description, you’ll know that it is no simple task to incorporate all of the responsibilities a job entails along with candidate requirements and a summary of the company and its mission. But nailing the job description will help you attract candidates who understand the expectations and are excited to engage in the role.
The Hiring Process
Creating a culture of engaged employees starts with a cadre of engaged candidates. A positive candidate experience can transform your role from a job they need to a job they want, which will pay dividends in the form of improved employee engagement.
Onboarding
Even under the best of circumstances, starting a new job is stressful. From meeting new colleagues to meeting new expectations, everything is an unknown. Setting your new hires up for quick success will improve productivity and leave them feeling ready to tackle even more.
Perks and Benefits
Companies spend a lot of time crafting perk packages to attract top talent, but they often overlook how those offering impact engagement. Game rooms and 401(k) matches are great, but offerings like professional development opportunities or health and wellness programs may be more impactful.
Open Lines of Communication
The issues behind poor employee engagement are often relatively minor, but if you don’t know what they are there’s no way they can be addressed. Open lines of communication — be they anonymous employee engagement surveys or face to face sit downs — are the only way to understand what’s influencing the engagement of your team.
Leadership
Leadership always sets the standard, and they are key motivators when it comes to engagement, but don’t expect people to be born into a leadership role. Even if they seek out the opportunity, be sure to provide adequate training to set your managers up for success. Here’s some hard stats to consider:
Employee Engagement
Develop and maintain Learning Culture
In this workbook, we put together tips and exercises to help you develop your organisation’s learning culture.
After reading this guide, you will be able to improve employee engagement in your organization for both general and remote workers.
Given the current situation with COVID-19, many workplaces are turning to remote work, some for the first time.
With workers being away from direct supervision, employee engagement becomes that much more important, as an engaged employee is one who can be trusted to competently, consistently perform their job, often going above and beyond their job description to make sure that they are delivering high-quality results.
This guide will help you better understand employee engagement, how to curate it in your organization, both for general and remote work, and give you actionable tips and best practices for increasing your employee engagement.
What is employee engagement?
An engaged employee is driven to help their organization succeed by directing their best efforts towards their work. They believe in the organization, and they will work to make sure that the organization succeeds.
It is important to note that employee engagement is different from employee satisfaction. A satisfied employee will not necessarily commit extra time and effort into the organization’s success, rather they will perform their job competently without expending extra effort.
Job satisfaction tends to be transactional, corresponding to salary and benefits. Employee engagement is not transactional; an employee with a higher salary will not necessarily be an engaged employee.
Why is employee engagement important?
Employee engagement can massively aid an organization, and organizations with engaged employees consistently outperform their competitors.
The benefits of employee engagement within an organization:
1. Better customer satisfaction
Engaged employees will go above and beyond to provide great service to customers. They will take pride in performing their jobs to the best of their ability.
This could mean that a salesperson takes extra time out of their day to walk a potential customer through the product, a programmer works overtime to rid bugs from a client’s new program, or a retail clerk helps customers find the perfect fit of jeans, no matter how long it takes.
Customers who receive great service will both return and tell others about their experience, increasing customer loyalty for your organization.
2. Improved productivity and efficiency
An engaged employee wants their work to benefit the organization, so they will find ways to produce great quality work quickly. While an employee who is not engaged might simply want to come in and collect a paycheck with the least amount of work, an engaged employee will use discretionary effort to make sure that their work yields the highest result.
3. Reduction of staff turnover
This is another example of how employee engagement and employee satisfaction are different. An employee might be very satisfied with their job but they will happily take another job if offered a nice raise. Studies show that employee retention is a challenge, with 81% of small businesses recognizing turnover as a costly problem. When an employee leaves, it can disrupt services, costing the organization money and upsetting clients, and replacing a lost employee can cost up to 40% of a salary.
If an employee is truly engaged, they will not want to leave their role, as they want to continue helping the organization reach its goals. They won’t be tempted to look for other work, because they are mentally and emotionally connected with the work that they are already doing.
Employee engagement leads directly to better staff retention, especially of top performers, which has become increasingly important, and difficult, with today’s hyper-mobile workforce.
4. Lowered absenteeism
Continuing from the above point, another benefit of employee engagement is that engaged employees will want to come into work, as they believe in what they are doing.
They are less likely to miss work, and will even make an effort to work on their own time.
5. Enhanced company culture
Company culture is massively important to employees, and a bad culture can break an organization.
When employees are properly engaged with the organization, they understand their own importance in the company, as well as others, and are far more likely to take time to help train, advise, and lead those around them.
They are invested in the organization’s success, which is built by employees, so they will make sure that other employees are able to contribute to that success effectively.
7. Better business outcomes
Companies that have engaged workers report 21% higher profitability and were scored 17% higher on productivity.
Engaged employees work harder, doing a better job, driving up customer satisfaction and loyalty, and bringing a great deal of value into the organization.
Engaged employees will increase profitability through their work, and often lead innovation within their team, department, or organization.
8. Decrease number of safety incidents
Engaged employees pay attention to what they are doing, because they care about doing their job right. Workers will be more mindful of their surroundings and actions, and will go the extra mile to perform their duties correctly.
Engagement also increases innovation, with workers offering solutions to avoid safety incidents in the future, streamlining processes and increasing productivity.
Employee engagement strategy
Once you have given an employee engagement survey and identified the areas in which your organization needs to improve, the next step is to develop a strategy for doing so.
What actions you can take will depend on the size and budget of your organization, but no matter the level, there are concrete actions that your organization can undertake to improve employee engagement.
There are seven main areas that have the most impact on employee engagement:
Depending on the results of your employee engagement survey, there will be certain areas in which your organization will want to focus on.
Selecting two or three which are the most urgent is a good place to start.
Employee engagement action plan
After your organization has chosen the areas in which you will focus, it is time to develop an employee engagement action plan.
It is not enough to simply say that you want to improve rewards and recognition, you must develop concrete, actionable steps to do so. This is done by creating initiatives.
For example, if an organization wants to focus on training and learning opportunities, here is how they could develop an action plan:
Laying out a clear path to how this initiative will be achieved is the best way to ensure its success.
Employee engagement ideas and best practices
These ideas and best practices will help you construct your employee engagement action plan and effectively implement it in your organization.
1. Think holistically
Given how much time is spent at work, it’s no surprise that employees want their workplace to be a pleasant one.
This covers everything from the space in which they work to the small perks like coffee and snacks.
Changing the environment to better suit your employees shows them that you value their comfort.
2. Emphasize respect
This approach is all about the individual value that each person brings to the organization.
You want your employees to feel that both their opinion and work is respected.
An engaged employee is one who is willing to come to their leadership team with their opinion, even if that opinion is negative, because they know that they will be listened to.
This is the best way for organizations to quickly learn where issues are, but will only happen if the employees know that there are no negative repercussions for speaking out.
3. Recognize achievement often and loudly
If an employee feels that their work is not properly recognized, they will quickly lose engagement. What is the point of working hard if no one cares?
This doesn’t mean that each time a project is completed successfully that your organization should be giving out cash prizes, even a simple announcement at a weekly meeting can be enough to energize an employee and make them feel valued.
Management teams should focus on recognizing individual achievements regularly.
4. Increase transparency
It’s no good to work behind the scenes to increase engagement, employees should be updated often about what their leadership is up to.
Using strategies like all-organization meetings, weekly team updates and newsletters, an organization can let employees know that they are taking employee well-being seriously, and are working to make the organization a better place.
Employees will become more engaged simply by knowing that their leadership values them and is working to make the organization a better place.
5. Show employees that you listen
If you want truly engaged employees, your organization has to make the action a priority.
If there are complaints, there should also be solutions proposed and acted upon by the organization.
If employees feel like their complaints, suggestions and thoughts on improvement fall upon deaf ears, they will quickly stop trying to engage.
6. Help your employees understand their role in the organization
A key part of an employee’s engagement is the feeling that their actions help the organization achieve its goals.
To help employees better understand how they contribute, make sure that they understand their role, and how that role is a key part of the overall organization. No matter their specific job, each person contributes to an organization’s success, and from day one, employees should understand their contribution.
7. Empower your managers to coach
Your managers are on the front line of empowering and engaging their teams.
Their role should be one of coaching, advising and nurturing their employee’s growth, rather than simply managing. When you have engaged managers, their employees will respond in the same way.
Employee engagement activities
There are plenty of ways that leadership teams can energize and engage employees. These can range from in-office activities to group expeditions, and, depending on your organization, different ones will be effective.
How to measure employee engagement
How can you find out how engaged your employees are? It isn’t a simple, quantifiable question you can ask employees, nor is it something you can measure without your employees direct input.
Not only that, but different factors will engage employees in different companies, so there is no ‘one size fits all’ solution for measuring employee engagement.
An employee engagement survey is one of the best tools available to measure employee engagement metrics.
A well-designed survey will give you plenty of data about your organization, as well as give you some insight into which areas need work.
You will even be able to pinpoint if there are certain departments under or overperforming, so you can further study those areas.
To measure employee engagement, an organization should design an engagement survey.
This survey should be given to all employees and should be done on a regular basis.
Some companies choose to perform an in-depth engagement survey once a year, then use pulse surveys on a more frequent basis to check in on employees. Other organizations choose to have engagement surveys much more frequently.
It all depends on the needs of the organization and the situation inside that particular industry, country, or the world.
Pulse surveys
Pulse surveys can be used to explore individual topics more closely or look further into how specific teams or departments are feeling, delivering real-time feedback from employees that can be used to measure the efficacy of new policies to drive employee engagement, but are less in-depth than an employee engagement survey.
If there has been an event inside the company, such as a change in leadership, disruption in the industry, or some other large event (such as COVID-19), then an engagement survey can be a great tool to help leadership understand how the employees are feeling.
Engagement surveys
The engagement survey is an important starting point for measuring employee engagement, but organizations can also use more continuous strategies to get data more frequently.
Using engagement surveys, pulse surveys, and one-on-one techniques can help an organization have a more complete understanding of employee engagement.
The goal of the engagement survey is to better understand your employees thoughts and feelings about the organization, find where there are problem areas or areas of particular strength, understand trends within the organization, and show your employees that you care about their thoughts and want to improve the organization with their help.
With a survey like this, it is important to design it from the end. It is useless to give your employees a survey if you don’t know what to do with the information you will receive from it.
Think about what you will do with the survey results.
Smart organizations also direct their management teams to measure engagement on a more individual basis, using one-on-one techniques to better understand how members of each manager’s team are feeling.
Employee engagement metrics
There are many metrics that can be used to measure employee engagement, but keep in mind that every company is different and these metrics will differ year to year, or even depending on the season, especially if your organization has one time of year that is busier or more stressful.
1. Employee turnover rate
Your organization should keep track of the employee turnover rate, as it will give you valuable information about any problem areas within your organization.
There is no one turnover rate that should be aimed for across the board; it will be different for various industries, departments, and levels within an organization.
Consistently high turnover rates within one team or department could be an indication of an engagement issue.
Engaged employees stay with their company, as they are plugged into the greater goals of the organization and want to work to help achieve them.
2. Absenteeism
This metric is closely associated with the turnover rate.
As stated above, engaged employees show up to work, and want to put in the effort so that the organization will succeed.
If there is a high percentage of absenteeism within your organization, you should take that as a sign that your employees are not engaged.
3. Employee net promoter score
This is a simple, but effective, metric that simply consists of asking employees if they would recommend working at your organization to friends, colleagues, or family.
It is scored on a 0 to 10 scale, with 6 or less being classified as a ‘detractor’, 7 to 8 being considered ‘passive’ and 9 and 10 being considered ‘promoters’.
Survey your employees on this question, subtract the detractors from the promoters, and you will have your organization’s score.
A negative score will tell you that employees, on the whole, don’t recommend your organization as a place to work, while a positive score shows good employee engagement.
4. New employee engagement
Look at the rates of new employee 90-day failure, as well as employee engagement with employee onboarding content.
If your employees are failing right out of the gate, this is a key indicator that they are not being set up for success within your organization. This can be traced back to a lot of factors, including a bad onboarding process, lack of training, or bad company culture.
Employee engagement survey questions
We have mentioned that it is important to create a well-designed survey, but what questions should be there?
Employee engagement survey questions should cover the following areas, and should be rated on a scale from one to five:
1. Individual needs, feelings and beliefs
Good examples of this type of question:
2. Trust in team, management and leadership
These questions could include:
3. Teamwork focused questions
Some example questions are:
4. Career development and support
5. Value and recognition
6. Confidence in the future
All of the questions in these categories can be adjusted to better suit your particular organization.
The purpose of the employee engagement survey is to get a deeper understanding of your unique organization, and so there is no pre-made survey that can achieve that. For example, if there has been a recent shakeup of leadership, the survey might have more questions about trust in leadership than one for an organization that has had the same leadership team for decades. Consider what areas your organization needs to focus on, and design the survey with that in mind.
Employee engagement models
There are many employee engagement models available to help organizations better understand the process of increasing employee engagement.
IES model of engagement
The IES model, developed in 2003, emphasizes that employees must feel valued and involved to be properly engaged with their employer.
The ten core concepts that lead to feel valued and involved are:
When those needs are fulfilled, then employees will be engaged.
Schmidt model of employee engagement
The Schmidt model, developed in 2004, places a great deal of importance on the recruitment and retention of the right workers.
This model posits that once an organization has the right workforce in terms of specific competencies and knowledge, then they can focus on creating a positive and supportive workplace, which in turn promotes a feeling of workplace well being, which will lead to employee engagement.
Penna’s model of employee engagement
This model, developed in 2007, is a hierarchical model.
The pyramid-shaped model begins with basic working conditions. It then moves to the next level, learning and development, followed by promotion opportunities, which is followed by leadership, trust and respect. At the top of the pyramid is meaning.
As the organization develops each of these levels, employee engagement will increase. This model posits that an organization that follows this model, delivering meaning within work to employees, will increase their retention and attract better employees.
The Zinger model of employee engagement
David Zinger developed this model in 2009.
This model balances three inputs:
Organizational input is the development of a culture where employee engagement is valued, prioritized and shared amongst all employees.
Recognition and appreciation are key aspects of this. At the top levels of management, support should be given, as well as investment in organizational resources and education, to increase engagement.
Leadership input is the development of leaders who are themselves engaged.
Zinger’s model states that employees will not become engaged if their leaders are not, so this is a key step.
Leaders must engage authentically with their employees, paying close attention and working enthusiastically to develop their team’s strengths and helping them overcome weaknesses.
Individual input is the employee’s own engagement contributions.
Employees should work to focus on the positive aspects of engagement, channeling their energy in the correct direction while making space to include fun in their work life. Ownership of one’s own work and contributions to the organization are key factors here.
Zinger’s model posits that when those three inputs are developed, employee engagement will increase.
The Zinger engaged model is arranged like a pyramid, with the bottom four blocks representing the leveraging of employee strengths, making meaning in work, leveraging employee energy, and employee well being. The next level consists of three blocks that represent living in the moment, fostering a strong workplace community, and proper recognition of employee effort. The third level is two blocks, representing the path of career development and excelling at a performance. The final level, which is the culmination of all the levels below it, is the achievement of results.