Stimulation manager

What are the steps or processes to do this effectively?

Employee Engagement, it goes without saying that no company, small or large, can win over the long run without energised employees who believe in the mission and understand how to achieve it. That’s why you need to take the measure of employee engagement at least once a year through anonymous surveys in which people feel completely safe to speak their minds.”

An engaged employee is one who is fully involved in and enthusiastic about his or her work.

Employers want employees who will do their best work, or “go the extra mile”. Employees want stimulating work: jobs that are worthwhile and allow them to feel as if they are making a contribution to the organisation. More and more organisations are looking for win-win solutions that meet their needs and those of their employees. What they increasingly say they are looking for is an engaged workforce.

Why are organisations interested in employee engagement?

Employers want engaged employees because they deliver improved business performance. When employers deliver on their commitments to staff (fulfilling employees’ stated or implied expectations), this reinforces employees’ sense of fairness and trust and generates a positive psychological contract between employer and employee.

How do employers build an engaged workforce? The first step is to measure employee attitudes. Most large employers in both private and public sectors now conduct regular employee attitude surveys. The results typically show how employees feel about their work they engage in on a range of dimensions including, pay and benefits, communications, learning and development, line management and work-life balance.

Attitude survey data can be used to identify areas in need of improvement and combined with other data to support performance management.

The drive for an engaged workforce needs to build on good people management and development policies, as well as the active support of line managers. People management strategies and policies need to be aligned with those of the wider business. Employees need to understand how their work contributes to organisational outcomes.

It has been observed that only a minority of employees does not want to be engaged and this must be understood, so with that said organisations need to give particular attention to the recruitment and selection processes. There is no short-cut to building and maintaining employee engagement, but the time, effort and resource required will be amply repaid by the performance benefits.

There is no definitive all-purpose list of “engagement” drivers. However, with some research here are a few drivers for employee engagement:

•Have opportunities to feed views not just downwards but upwards and across the varying status.

•What is happening in the organisation

•Ensure those in supervisor and leadership roles are committed to the organisation.

Remember, employees are influenced by the jobs they do and the experiences they have at work. The way in which both senior management and line managers behave towards, and communicate with them, plus the way in which work is organised and jobs defined, contribute significantly towards making work meaningful and engaging.