As organizations grapple to achieve objectives amidst the varied challenges that exist in
the 21 st century working environment, there is considerable emphasis on strategies to
address issues regarding employer-employee relationships. Human resource
management has been revolutionized to punctuate the importance of employee
engagement to realize optimum organizational performance and to counteract the
challenges of underperformance. While there has been much discussion as well as
development and implementation of initiatives surrounding this very critical issue, the
effectiveness of these are influenced by our understanding of what employee engagement
really is all about. It is imperative for every organization to understand what engages its
employees bearing in mind that the factors that drive engagement differ from person-to-
person and generation to generation.

The world’s top-performing organizations understand that employee engagement is a
force that drives business outcomes. Researchers have defined engagement as the
‘harnessing of organizational members’ selves to their work roles’ and ‘a sense of
energy”. In engagement, people employ and express themselves physically, cognitively,
and emotionally during role performances. Another related element to engagement in
organizational behavior is the notion of flow which is defined by researchers as ‘holistic
sensation’ that people feel when they act with total involvement. Flow has been
distinguished as ‘general feeling that people seem to move forward with full
participation. It has also been described as ‘the state in which there is little distinction
between the self and environment’. When individuals are in flow state, little conscious
control is necessary for their actions.

Engaged employees are more productive, customer-focused, safer, and more likely to
withstand temptations to leave the organization. In the best organizations, employee
engagement transcends a human resources initiative — it is the way they do business.
Employee engagement is a strategic approach supported by tactics for driving
improvement and organizational change. The best performing companies recognize that
developing an employee engagement strategy and linking it to the achievement of
corporate goals will help them to acquire well needed market share.

Research studies have posited that an engaged employee is aware of business context and
works with colleagues to improve performance within the job for the benefit of the
organization. The organization must work to develop and nurture engagement, which
requires a two-way relationship between employer and employee. Employee engagement
is therefore a ‘barometer’ that determines the association of a person with the
organization.

The engagement challenge has a lot to do with how an employee feels about the
particular work experience and how he or she is treated in the organization. It
encompasses emotions which are fundamentally related to drive bottom line success in a
company. There will always be people who never give their best efforts no matter how
hard HR and line managers try to engage them. Engaged workers work with passion, feel
a connection to their organization, drive motivation and move the company forward.
Disengaged employees are basically ‘sleepwalking through their workday’. The
negativity of actively disengaged employees is contagious and can seriously damage a
team and the organization. They erode an organization’s bottom line while breaking the
spirits of colleagues in the process. Most employees however want to commit to
companies because doing so satisfies a powerful and a basic need in connect with and
contribute to something significant.

Aspects of Employee Engagement
According to a recent Gallup report, the three basic aspects of employee engagement are:

• The employees and their own unique psychological form and experience
• The employers and their ability to create the conditions that promote employee
  engagement
• Interaction between employees at all levels.

The Gallup report further explained that engagement can be determined by the “Three S”
engagement model – Say, Stay, Strive. How an employee speaks about the organization
to coworkers, potential employees and customers, their level of belonging as well as the
motivation exerted toward their own success are key indicators of their level of
engagement. It is largely the organization’s responsibility to create an environment and
culture conducive to this partnership, and a win-win equation. What can organizations do
to engage employees? Research studies have confirmed that engagement will be
achieved through Growth, Trust, and Recognition.

Growth
Employees need to be constantly learning, for their own edification and the company’s
benefit. It is unfortunate that training and development is often considered optional by
some business owners as it is viewed more as an expense than an investment. A recent
ASTD study revealed that majority of employees felt that quality learning opportunities
positively influence their engagement. It should be noted also that when employees feel
that they are no longer learning, they disengage themselves. Highly engaged
organizations relate their success to coaching and development, emphasizing a “learning
culture”. In addition when leaders learn, it instills a sense of confidence in the
organization’s future and develops trust. Leaders must therefore engage themselves
before they can engage others.

Trust
Employees need to trust that leadership has a plan for business and that their best
interests are being looked after. This will allow employees to be more willing to invest
themselves in the organization. Leadership must provide a narrative that clearly expresses
the organization’s purpose, why it has a broad vision and how an individual contributes
to that purpose; employees will then understand how their job link to the overall
organizational objectives. It cannot be emphasized enough that behaviour throughout the
organization should be consistent with stated values, which builds trust and integrity
Recognition

Employees should be appreciated at work and recognized for their performance.
Recognition programmes have the potential to create a positive cycle of increasing
employee engagement and motivation, improving performance and behaviour, through
limited financial investment. The following principles have been highly recommended by
an international research body:

• Develop a recognition strategy that encourages employees to undertake projects
  that reflect a company’s objectives and cultural values.
• Use formal and informal acknowledgement to build a culture of recognition in the
  company.
• Emphasize recognition of increased quality rather than increased quantity of
  performance.
• Recognize workers frequently.
• Measure the cost and correlation between recognition and ROI

Are we there yet?
These are cornerstones for employee engagement. A more diverse generation currently
entering the workforce may require a more tailored plan.
Generational Engagement
Researchers for Profiles International have now identified a five-generation workforce as
follows:
Traditionals (Depression Babies, born 1922 – 1945): Engaged by retirement incentives,
flexible work environment, respect and recognition.

Baby Boomers (Woodstock Generation, born 1946 – 1964): Engaged by promotions and
job titles, future stability, retirement and stock options plans, respect and recognition.

Generation X (Latchkey Generation, born 1965 – 1980): Engaged by better work/life
balance, training opportunities, monetary recognition, flexible mobility, volunteer
opportunities.

Generation Y (Millennials, born 1981 – 1995): Engaged by lifestyle fit, corporate and
social responsibility, constant communication and feedback, training opportunities.

Generation Z (Linksters, born after 1995): The elements for engagement in this group
are still evolving.

The report further suggested that several gaps exist among the different elements of
engagement of the generations within the workforce. Employees need to focus on and
prepare to engage the younger generations (X,Y, Z) in consideration of future employee
engagement strategies. According to a recent Gallup report, the driving factor in the
engagement of Generation “X” employees is individual recognition and praise. Giving
young employees positive feedback on a regular basis has been found to activate regions
of the brain related to reward. In addition to their affluence in technology, media and
digital communication, Generation “Y” (Millennials) possess a need to do good. The
study revealed that 70% of the participants indicated that giving back and being civically
engaged are their highest priorities. They also have a need for recognition for the work
they do; coaching will engage this group of workers.

While much is still unknown about Generation Z (Linkster), they also share a pervasive
use of technology and a high level of concern with sociopolitical issues. Social media
has allowed them to be very aware of international current affairs, being more cognizant
of social justice issues. They want their involvement to count to something and to be
immersed into challenges. They will rely on technology and their personal network to
facilitate their learning and development and to navigate through the corporate world.
Why would a Linkster attend a workshop when they can simply Google its subject
matter? Of course, this does not mean that they will be disengaged, but they will need to
be engaged in different ways.

What the World’s Best Organizations Do Differently

Strategic Communication Planning
Within the best performing organizations there is a cultural alignment between the
employees and the company, paired with a strategic alignment between activities and
company goals. These organizations use their corporate communication touch points to
reinforce their commitments to employees and customers.

Wellness necessary for Engaging Employees
Researchers have found that workplace health and well-being can have a major impact on
the engagement, retention, creativity, and productivity of employees and, ultimately, on
the financial performance of the organization as a whole. What can an organization do to
promote a culture of wellness and drive engagement? Organizations should take a
system-wide approach that begins by making wellness a strategic imperative. A wellness
initiative should never be treated as a free-floating desirable whose business benefits may
or may not be realizable at some indeterminate point in time. A wellness priority must be
aligned with the organization’s strategic goals.

Measure current level of employee engagement
Employee engagement needs to be measured at regular intervals in order to track its
contribution to the success of the organisation. But measuring the level of engagement
without planning how to handle the result can lead employees to disengagement. It is
therefore not enough to feel the pulse—the action plan is just as essential. The employee
survey is a diagnostic tool of choice in the battle for the hearts of employees.
Customizable employee surveys will provide a starting point towards the efforts to
optimize employee engagement.

It is critical that employers listen to employees and remember that this is a continuous
process. The information employee’s supply will provide direction. This is the only way
to identify their specific concerns. When leaders listen, employees respond by becoming
more engaged. This results in increased productivity and employee retention. Engaged
employees are much more likely to be satisfied in their positions, remain with the
company, be promoted, and strive for higher levels of performance.

How to measure Employee Engagement
Gallup research studies consistently confirm that engaged work places compared with
least engaged are much more likely to have lower employee turnover, higher than
average customer loyalty, above average productivity and earnings. These are all good
things that prove that engaging and involving employees make good business sense and
building shareholder value. Negative workplace relationships may be a big part of why so
many employees are not engaged with their jobs.

Are we there yet?

Proven Return on Investment
Increasing employee engagement directly correlates with a positive effect on key
business metrics. Think about the cost to replace an employee, attract a new, loyal
customer, or pay workers’ compensation. Using quick and simple math with the net gain
values provided, your organization can begin to model the ROI it is capable of attaining.
Some of the advantages of having engaged employees are as follows:

• They remain with the company, are an advocate of the company and its products
  and services, and contribute to bottom line business success.
• They will normally perform better and are more motivated.
• There is a significant link between employee engagement and profitability.
• They form an emotional connection with the company. This impacts their attitude
  towards the company’s clients, and thereby improves customer satisfaction and
  service levels
• Increases employees’ trust in the organization
• Creates a sense of loyalty in a competitive environment
• Provides a high-energy working environment
• Boosts business growth
• Makes the employees effective brand ambassadors for the company

Employee Engagement is the positive attitude held by the employees towards the
organization and its values. It emphasizes the importance of employee communication on
the success of a business. An organization should therefore recognize employees, more
than any other variable, as powerful contributors to a company's competitive position.
Employee engagement should be a continuous process of learning, improvement,
measurement and action. It would be fair to conclude that raising and maintaining
employee engagement lies in the hands of an organization and requires a perfect blend of
time, effort, commitment and investment to craft a successful endeavor across all
generations in the workplace.