• http://twitter.com/TomGimbel Tom Gimbel

    Jerry is exactly right when he said the way to increase
    employee engagement is to “embrace employees and then empower them.”
    Employees need to feel valued; they need to feel their voice is being heard.
    This can be done through weekly meetings; one-on-ones, staff councils, etc.

    Then, empower them. Give them a challenging task or an important project. This
    will demonstrate that you are confident in their abilities and as a result,
    create engagement.

    I’ve found that engaged employees are retained employees. I explain the topic a
    little more in-depth in one of my blog posts: http://pastfive.typepad.com/pastfive/2012/03/four-ways-to-retain-employees.html

  • http://ENJOYWorkWith.me/ ENJOYWorkWith.Me

    I’ve always liked the analogy provided by the concept of “social capital”, and I believe Stephen Covey uses a similar analogy.  You always have to put money into the bank before you can hope to get anything out.  If you haven’t put any money into the bank, maybe you can get a loan… but if you don’t repay that loan in a timely fashion (with interest), you’re gonna have collectors banging on the door (or taking home office supplies, or calling out sick, whatever the case may be) before too long!

  • KenSchmitt

    Thank you for the article.  As the owner of my own firm I know it is no easy task to maintain a productive and professional atmosphere while also engaging employees and helping them feel connected to the company.  There are two obstacles I see faced by many in leadership positions. First, the mere size of many companies makes it a daunting task for leaders to feel connected to their staff.  I have been fortunate to maintain a successful boutique firm that allows me to keep a finger on the pulse of what is going on and stay engaged with my team.  However, this is not the case in many larger companies.  The number of “leaders and managers” is staggering alone; but when you add in the number of people who work FOR and WITH them, it’s not hard to see why people feel disconnected and therefore lack loyalty.  The second issue I have seen is that in many companies people are doing the job of several people.  There is no clear deliniationg between jobs and an even less clear understanding of the chain of comand and teamwork.  Because people are expected to wear so many hats, they receive little recognition because there is always work to be done. 

    Improvements from the top down are necessary to solve these problems. Clear job assignments given to individuals who are part of a team with clear leadership will help with both of these issues.  I have made it a goal to design and run my company with that in mind.  I believe it has been an integral part of our success.
    Ken C. Schmitt