A review of current business articles highlighted a number of tweets, posts, and media articles over recent days and weeks that focus on employee engagement.
This comes on the back of the media hype over the increase in online consumer sales, with Australian retailers being told to lift their game and pass savings onto consumers and to actively compete with online offerings.
The Human Resource Magazine recently noted that an “overwhelming 82 per cent of workers in Australia feel disengaged or disconnected at work” and that this “is costing Australian businesses billions of dollars in lost productivity”. And even LeasePlan Australia, one of the country’s leading vehicle leasing companies, noted in its latest “Roundtable” newsletter that worker disengagement amounts to a “global epidemic” and challenges its workers to become more engaged in service delivery.
These comments appear to be based on the results of a recent Gallup survey. Through its research over recent years, Gallup have developed a series of employee engagement indicators, linked to financial performance, to benchmark and grow employee engagement.
The challenge is to ensure that employees are engaged with the business goals and strategies to a point where everything that they do positively contributes to successful customer outcomes. To implement employee engagement requires leadership from top management, effective communication and effective deployment of resources.
This article on the Sydney Morning Herald site questions whether managers really know what motivates their employees and suggests that employers need to treat their staff as their number one customer. It also quotes presenter and author, Ian Hutchinson as saying that “employees don’t leave organisations, they leave leaders”.
In the book “Employees First, Customers Second”, Vineet Nayar (2010) (https://www.vineetnayar.com/) narrates the journey he took in turning around HCLT by increasing transparency across the company to engage employees and empower them to be the catalysts for change and to create value for customers, the company and ultimately themselves.
All of this points to a tangible disconnect between staff motivation and company strategy. How can staff deliver consistent, quality service if they are not motivated and have not committed to the company strategy? For effective employee engagement, a key question to ask is whether management teams are failing in defining and communicating the company direction to their staff, or whether the wrong staff have been deployed within the company.
How does your company rate in the employee engagement stakes?
Is a lack of employee engagement impacting your workplace?
What’s required to improve employee engagement?
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