• http://twitter.com/RolePoint RolePoint

    If your organization is going to survey your employees to gauge employee engagement, you must take the data received seriously. You’re right, there is often no follow up. Taking action is the most important tip you provided, so managers, listen up.

  • Steve Levy

    Hi Scott…Another tactic: Ask employees to describe a specific time when a manager or existing “process” hindered them from doing their job and how they felt. Likewise, ask them to describe a specific time when a manager or existing “process” positively      helped them to do their job and how they felt. Details are critical – who, what, when, where, why. Understanding the people and processes behind engagement and disengagement are the drivers behind taking down barriers and building more effective “structures.”L&D is great but it has to be focused. On critical “is-now” and “will-be” problem solving. For instance, if you’re implementing open-book management, you sure as heck need to teach non-financial employees some balance sheet principles. Someone has to directly tie all this new material to the person’s current role. This means that managers have to be in the room when their folks are learning new things so they can make the connections between new stuff and existing roles.DON’T just hire people who fit your culture and share your organizational values. Hire people who can also shake up your sacred culture. Identify people whose skills sets and problem solving experiences can take your company to new places. It’s laughable when company’s spout off loudly about their disruptive technology yet won’t hire disruptive employees. Value alignment is not culture fit – it’s value alignment (like being customer focused, blah, blah, blah). Culture shouldn’t be a Wailing Wall but more like a containment boom that flexes.

  • http://twitter.com/worksimple WorkSimple

    Great points, Scott. As you highlighted, feedback, recognition, and real-time communication need to happen often, not necessarily when the employee requests it or when you notice a problem. This is how you can keep your employees engaged–constant collaboration and acknowledgement means team members stay on top of their goals, as well as understand your thoughts on their performance.

  • Scott Span

    Thanks for the comments. 
    @twitter-80409172:disqus you raise a great point that many ,leaders and managers overlook – timely feedback should not just be provided at the onset of an issue, however should be provided frequently when things are going well.
    @f8d2a020ed335e196190fd6f8eb0b3fc:disqus  I like that exercise. I agree on customization  I’m not one for pushing one size fits all solutions. I often use direct employee or leader experiences as part of my client work and find it makes the work much more relevant to the audience and thus increases commitment to the initiative, and in this case, engagement . Per your point on hiring for culture fit, I do agree that organizations should not hire a bunch of “yes men/women”, however hiring to many people that combat the culture can have an opposite impact on innovation and team performance. If those folks are to disruptive, others won’t want to communicate or work with them, and that can cause an issue. 
    @twitter-336629054:disqus I couldn’t agree more, one of the fastest ways to kill morale and engagement is to ignore the input of those who you requested feedback from in the first place.

  • Terry Barber

    Great article, Scott. Employee engagement can certainlymake or break an organization. High employee engagement can be directly attributed to hiring the right people for the job and company culture. Once you have the right people, you can ask them what they need, and adjust accordingly. I agree the aspect of transparency and communication will take you in the right direction.