What Leaders Can Do to Improve Employee Engagement & Retention during Difficult Times
The economic situation has changed everything. It’s no longer just a question of ‘how to be better than the competition’ or ‘what might happen if we do nothing. It’s also very much how to become more efficient and productive: with fewer people, so we can win through innovation and value for money.
This is not just an HR issue – it’s all hands on deck. Everyone needs to up their game if they want to stay afloat in these changing times. And that means putting employee engagement at the heart of what you do as business leaders.
Not only because engaged employees are vital for performance – but because they’re the life-blood of your business too; engaged employees will help you weather tough economic conditions and emerge stronger and more competitive when things improve.
Here’s what to do to maximize employee engagement during these difficult times.
1) Commit to engagement as a business priority
No leader worth their salt should be under any illusions about the importance of making employee engagement a fundamental part of what they do on a day-to-day basis. Yet many still set goals, objectives, and initiatives that are completely divorced from this agenda – which is not just bad for business, its plain dumb.
And leaders have an especially important role here by setting the tone via behaviors that support or undermine engagement levels across your organization. Aligning leadership commitment with your overall business goals means more engaged employees, improved productivity and less time spent managing disengaged workers who are sometimes referred to as ‘turkeys’. And there’s nothing like a turkey farm to make you go off turkey for good.
2) Get everyone onboard the engagement bandwagon
Perhaps the biggest challenge leaders face is getting people to buy into engagement as a priority – and it’s no different during these trying economic times.
But such resistance may be all about perception: many employees see engagement as just another initiative that will take up more of their time, sap resources and fail like so many others before it. So start engaging them early: here’s how: – Ask your employees what they really want from this exercise instead of telling them what they need – and listen to their answers; – Involve them in designing the process – there’s nothing like making yourself accountable to design something useful; – Keep communications on message, clear and consistent. Otherwise, disengagement will grow apace; – Find ways to measure engagement levels so you can see what works and what doesn’t along the way.
3) Get some inspiration from a newer breed of companies
Tough times tend to bring out the best in companies that choose to be great instead of big by focusing on delivering value for money while anticipating and meeting customers’ needs.
These kinds of organizations may not have more resources than their competition – but they tend to outperform them through superior management practices such as making quality a business objective, focusing on continuous improvement, empowering employees, rewarding performance, motivating change agents and keeping excellence top-of-mind.
FAQs:
1. How do you define engagement?
There’s no single answer to this, but we could start by looking at the word itself: ‘to bind fast. What it entails is an employee feeling connected and committed to the organization and their work, dedicated to its success and willing to go above and beyond the call of duty. There are other elements that drive engagement. Such as leadership commitment, alignment with business goals, a sense of purpose, recognition for outstanding performance. Including coaching conversations, training opportunities and so on.
2. What does an engaged employee look like?
They’re more likely than their peers who clock in but don’t care about doing something meaningful. Or making a difference – to become brand ambassadors through positive word-of-mouth; be more willing than ever to admit mistakes and point out areas that need attention; stay with an organization through thick and thin; speak up about risks or issues that may affect the business without fear of repercussion; be creative, enthusiastic, motivated and eager to do more than their job description says.
3. How can leaders maximize engagement levels during these challenging economic times?
By committing to employee engagement as a core business priority instead of another well-intentioned. But ultimately doomed initiative – and by showing genuine leadership commitment through behaviors. That supports this agenda such as aligning top management behavior with desired outcomes. Involving employees in developing an engagement strategy, clear communication on message, etc.
4. What’s the most important thing for right now?
Remember that a company will only be as good as the people who work for it. And that engagement is a two-way street. Leaders have to show they’re committed to improving things. While employees have to take responsibility for being part of the solution. Instead of adding more problems by quitting or acting out.”
Conclusion:
I agree with the author’s emphasis on engagement because it is the key factor to improving organizational performance. The organization also needs to use its creativity in designing employee engagement strategies to make it effective.