HRM 635 Why is employee engagement an important strategy to foster within an organization?

HRM 635 Why is employee engagement an important strategy to foster within an organization?

HRM 635 Why is employee engagement an important strategy to foster within an organization?

Employee engagement is an important strategy to foster within an organization because without it, HR will be in a constant state of hiring and scratching their heads as to why they can’t seem to retain their employees. Although employee engagement is important, there are other areas of importance that also need to be looked after by HR as well, such as the salary comparison research, satisfaction and employee burn-out. Per Fletcher, Alfes & Robinson, “…an integrated perspective that considers both cognition and affect is needed in order to fully understand why organizational factors, such as T&D relate to important employee outcomes, such as retention” (2016).

Many years ago, I worked in retail management within the hoke improvement industry. The HR frequently got burnt out and we saw a different HR Manager every few months. We finally met an HR Manager who had a very different approach than the previous managers. The HR Manager engaged with employees on the sales floor, created exciting events which increased employee engagement on their breaks, lunches and at our all team meetings. The HR Manager brought us managers into her office to discuss how to properly prepare monthly, quarterly and annual feedbacks with our team members to ensure we align their professional goals with supportive actions and ensure we are staying on the same page as our team members on a continuous basis. We had never had such an engaged and empowering HR Manager previously and our team truly became stronger together through her leadership. Per Fletcher, Alfes & Robinson: “Intended practices, as developed by the HRM department, capture an organization’s strategic HRM intentions. They are typically interpreted by various line managers, who implement these HRM practices in their day-to-day work with employees” (2016). The change in our HR Management tactics positively affected our entire team, and we saw retention increase and employees became interested in our organizational goals like never before. Our younger employees even became interested when their managers and upper leadership took the time to ask them what they thought of various policies, goals and initiatives across the store. Our team meeting turned into a celebration of success stories following the first quarter of our new HR Manager’s professional development of the management team, which then positively affected each individual team member as well.

Reference

Fletcher, L., Alfes, K., & Robinson, D. (December 2016). The relationship between perceived training and development and employee retention: the mediating role of work attitudes. The International Journal of Human Resource Management.

 Employee engagement is one of the maximum critical signs in gauging work pride. Employees nowadays need to be concerned about their work, obsessed with the enterprise they work for, have a feel of belonging, and be afforded flexibility around schedules and location. Despite worker engagement being considered wonderful company-wide, most personnel are disengaged at work. When personnel is engaged, they may be much more likely to make investments within their work, resulting in a better labor fine. An engaged worker has a wonderful mindset closer to the enterprise and its values (Parent & Lovelace, 2019). In contrast, a disengaged worker can also additionally vary from a person doing the bare minimum at work as much as a worker who is actively destroying the organization’s work output and reputation. Employee engagement has also synonymous with principles like worker pride and the worker experience, which is greater approximately the whole worker adventure from hiring to once they go away from their job. Active personnel who are satisfied and devoted to their work are more significant than only a paycheck; the willpower closer to their employers and function makes them captivated with their work, which is regularly meditated on their outcomes (SHRM, 2019). Employee verbal exchange stays the maximum critical device to broaden sturdy operating relationships amongst personnel and improve productiveness rates. Companies that provide clean, specific verbal exchange can rapidly construct accepted as accurate amongst personnel. Communication is likewise key to placing clean expectations. When personnel lacks hints approximately what is predicted of them, they will not realize precisely what they want to do, or with the aid of using when. Communication in this area facilitates them to prioritize responsibilities and plan their workdays efficiently. Using gear like those makes it clean to offer the personalized reputation the personnel craves, whether the office is operating remotely or quickly working remotely because of the COVID-19 pandemic. Just as an example.

HRM 635 Why is employee engagement an important strategy to foster within an organization
HRM 635 Why is employee engagement an important strategy to foster within an organization

Parent, J., & Lovelace, K. (2019). The impact of employee engagement and a positive organizational culture on an individual’ e on an individual ability t s ability to adapt to organizational change (pp. 1–20). https://scholarworks.merrimack.edu/cgi/viewcontent.cgi?article=1009&context=mgt_facpub

SHRM. (2019, August 16). Developing and Sustaining Employee Engagement. SHRM. https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/sustainingemployeeengagement.aspx

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It is estimated that only 30% of the global workforce is engaged, while more than 60% of the global workforce goes to work, at best, ambivalent and emotionally uninvolved with their work (Batista-Taran et al., 2013). Interestingly, despite these statistics, most organizational leaders rate employee engagement among their organizations’ top priorities. Organizations that foster employee engagement experience increased customer satisfaction, profits, and employee productivity. When employees are engaged, they are emotionally connected to others and cognitively vigilant to the team’s direction. Engagement occurs when employees know what to expect, have the resources to complete their work, participate in opportunities for growth and feedback, and feel that they contribute significantly to the organization (Batista-Taran et al., 2013). Effective leadership plays a crucial role in employee engagement through employee alignment with the organizational goals, providing direction for employee development and effective communication. Leaders should also prioritize cultivating authentic, caring relationships with employees by appreciating the personal values of those who would be willing to give their energy and talents to accomplish shared objectives (Batista-Taran et al., 2013).

 At UTSW, employees participate in quarterly employee engagement surveys to help the leadership understand what is working and what is not within the workplace. It allows employees to voice their opinions, encouraging honest, open communication. Our recent survey yielded over 6500 comments with the top three most concerns regarding recognition programs, time & attendance, and communication feedback. When leadership takes such feedback and acts on it, employees feel valued and satisfied, enthusiastic and dedicated to work, emotionally connected to the organization, and committed to staying (Osborne & Hammoud, 2017).

Employee growth initiatives and skill-development programs are two long-term engagement strategies that provide the foundation for improved employee experiences, increasing their loyalty (Choi, 2021). Therefore, organizations should develop training programs that focus on skills to influence employee performance and engagement. When employees feel that they are getting enough growth opportunities, they become solid organization promoters.

References:

Choi, C (2021, June 1) 7 Ways to Support Employee Growth and Professional Development. Retrieved from https://www.glassdoor.com/employers/blog/support-professional-development/

Batista-Taran, L. C., Shuck, M. B., Gutierrez, C. C., & Baralt, S. (2013). The role of leadership style in employee engagement.

Osborne, S., & Hammoud, M. S. (2017). Effective employee engagement in the workplace. International Journal of Applied Management and Technology, 16(1), 4.

Employee engagement is so important to all organizations because having effective strategies in-place helps create a better work culture, reduce staff turnover, increase productivity, build better work and customer relationships, and impact company profits. Yet, it makes employees happier and turns them into your best advocates. some benefits include improved loyalty, improved productivity, improved profitability, employees who are engaged engage in word-of-mouth marketing for company. When the employees at my restaurant are engage it transcends increase present on the social media outlets which increase numbers of customers for dine in and to go with increase customer satisfaction and increased tips for them.  Some of the strategies we are using is making the emphasis of the experience for the staff to work at small family owned business by providing opportunities to allow them to utilize their creativity. One of the best was for the employees to be engage was allow them to set and manage the use of technology. Even though it is a small business it has the same technology advancements that are available at a corporate restaurant. As owner we recognize that we can provide flexibility that a corporate career may not be able to provide.

References

Gilsdorf, K., Hanleybrown, F., & Laryea, D. (2017). How to Improve the Engagement and Retention of Young Hourly Workers. Harvard Business Review Digital Articles, 2–6.

QUINN, R. E., & THAKOR, A. V. (2018). CREATING A PURPOSE-DRIVEN ORGANIZATION. (cover story). Harvard Business

Employee engagement is an important strategy to employ in an organization. Employee engagement reduces absenteeism. The more the employee is engaged and involved the more likely they are to come to work. Employee engagement also increases productivity. When employees are involved and actively participative the productivity increases. Other benefits of employee engagement include increase in employee safety, healthier employees, decrease in turnover, more effective leadership, higher growth, and better customer satisfaction. “Utilizing the tools to incorporate employee engagement. employee disengagement results in higher absenteeism, more accidents, lower business profitability, worse customer service, and a lower share price.” (Gilsdorf, 2017)

Some examples of what have seen that helps foster a culture of engagement is the offering of training and services. Offering specialized training in certain areas helps to foster a culture of engagement. Providing training classes in which you have to participate in groups and do activities increases engagement and promotes an environment of interdisciplinary care. Offering tuition reimbursement also contributes to a culture of engagement. Students often utilize what was learned in school and share the information. Projects are done to enhance the company performance and customer service. Ensuring that employees understand the organizations mission and vision, clear communication, and reward and recognition help to foster engagement in the workplace.

One strategy that can foster an engaging environment is creating a reward system. Rewarding employees when they do good work encourages them to continue performing at that level or higher. This lets employees know that management is aware and paying attention. Rewarding employees shows appreciation and is a form of going above and beyond. “The primary driver of workforce engagement in work is a work context where people experience the organization as being goal directed and demonstrating concern for people. ” (Schneider et al, 2018) Overall, employees are more engaged when they know that the organization is concerned about their well-being.

Gilsdorf, K., Hanleybrown, F., & Laryea, D. (2017). How to Improve the Engagement and Retention of Young Hourly Workers. Harvard Business Review Digital Articles, 2–6.

Schneider, B., Yost, A. B., Kropp, A., Kind, C., & Lam, H. (2018, May 1). Workforce engagement: What it is, what drives it, and why it matters for organizational performance. Journal of Organizational Behavior, 39(4). https://doi-org.lopes.idm.oclc.org/10.1002/job.2244

Employee engagement, what is it, and why is it so important? According to SHRM it is, “the level of an employee’s commitment and connection to an organization” (n.d). So, we are talking about how connected an individual feels to their job. Is their job an important part of their life, or is it just something that pays the bills? Do employees feel like they are essential to the mission of the organization, and does that mission serve an important role in the lives of the employees?

Hall of Fame and 11-time World Championship coach, Phil Jackson once said, “The strength of the team is each individual member. The strength of each member is the team.”. People that have a reason to be engaged in the purpose of the organization are driven to be their best, and they help each other improve as they work every day. As Schneider et al. explain, “people were engaged emotionally, cognitively, and physically with that work; that is, they were energized by and focused on their job and truly “showed up” for work” (2018, p. 464).

I have seen two different examples that fostered cultures of workplace engagement: first was during a deployment I was on in Afghanistan. Everyone that was there was very aware of the importance of the mission that we were supporting, and the potential consequences if we did not do our jobs correctly. Understanding and caring about the mission drove our group to have an extremely high level of engagement. The second example was I was a member of a unit that I felt had leadership that genuinely cared about each individual in the unit and their career desires. We became a very close group, that had a high level of open communication. Employee engagement was always high because we understood that our opinions and goals would be taken into account.

One strategy I believe is useful in helping foster a culture of engagement is establishing an intrapreneurship program inside your organization. This program gives employees the freedom to pursue ideas, advances, or new projects during part of their work time, and later they can present their new development to a council within the organization. If their program is selected to develop, they (the creator) get partial ownership (of the new product) and financial incentives. These types of programs have worked very well at many organizations.

References:

Sustaining employee engagement – SHRM. SHRM. (n.d.). Retrieved May 8, 2022, from https://shrm.org/ResourcesAndTools/tools-and-samples/toolkits/Pages/sustainingemployeeengagement.aspx

Schneider, B., Yost, A. B., Kropp, A., Kind, C., & Lam, H. (2018, May 1). Workforce engagement: What it is, what drives it, and why it matters for organizational performance. Journal of Organizational Behavior, 39(4). https://doi-org.lopes.idm.oclc.org/10.1002/job.2244

While the job market in some industries and regions favors employers, candidates with in-demand skills likely will not have to wait long to find a new opportunity. Many companies never stopped hiring during the pandemic, and a lot that did are starting to expand staff levels again. So, employee engagement is one of the most important strategies an organization can embark on to foster employees’ retention. (Karanges, Johnston, Beatson, and Lings (2015) defined engagement as the extent in which employees are willing to commit both emotionally and rationally within their organization, how long they are willing to stay as a result of that commitment, and how dedicated they are to their work. Therefore, Managers have a big role to play during onboarding. Remind them that how well onboarding goes can affect how connected the employees are to the organization throughout their tenure. Suggest ways for them to get to know their new employees and encourage them to set up one-on-one meetings each week as the new person is getting acquainted with the organization. The manager or the human resource professional, should introduce new hires to their teammates as well, and set them up with a mentor so that they have someone on-hand to answer questions. Building social connections between coworkers increases the likelihood of retention, so host events that rally people around shared interests, when large cohorts of new hires come on board. You should also ensure that remote employees are not left behind when it comes to onboarding. Every new hire should be set up for success from the start. Your onboarding process should teach new employees not only about the job but also about the company culture and how they can contribute to and thrive in it. Don’t skimp on this critical first step. The training and support you provide from day one, whether in person or virtually, can set the tone for the employee’s entire tenure at your firm.

Understanding how to manage the balance between employee relations, adopting innovation, and maximizing short-term profits, is critical to business leaders, ensuring a viable future for their corporations (Hill & Birkinshaw, 2012). Leaders that are authentic, influence the engagement of employees’ relationship, (Nicholas & Erakovich, 2013). In addition, the employee engagement, a byproduct of leadership, is improved when the leader has a direct relationship with employees (Lowe, 2012). Ensuring work engagement and empowerment, plays a significant role in employee’s involvement noted (Nicholas & Erakovich, 2013). Effective leadership provides vision and direction for employee’s development. Besides, (Anitha 2014) suggested that employee’s engagement, reflects two essential elements: (a) willingness to contribute to organizational success and (b) a positive and energized employee who is at a motivational state.  The term employee engagement relates to the level of an employee’s commitment and connection to an organization. Employee engagement has emerged as a critical driver of business success in today’s competitive marketplace. High levels of engagement promote retention of talent, foster customer loyalty and improve organizational performance and stakeholder value. A well-designed workplace that reflects a company’s organizational DNA, can be a powerful tool for enabling social connections, sharing information, and building communication and trust. As Millennials mature and move into their next life stages, their desires and needs are shifting. We need to ensure that people are our most valuable asset and the true currency of business, are happy, healthy, engaged and empowered. By truly understanding a company and designing space that is tailored to match its organizational DNA, we can create workplaces and user experiences that help everyone succeed.

  1. Social cohesion.
  2. Perceived supervisory support.
  3. Information sharing.
  4. Common vision, goals and purpose.
  5. External communication.
  6. Trust. 

We are five in my organization, when these factors took place, we look out for each other, and render help where it is necessary. We were raising a lot of money, because we were all pursuing the same goal, and trying to uphold the culture, mission, vision, and values of my organization. And also, our then supervisor’s overall role was to communicate our organizational needs, oversee employees’ performance, provide guidance, support, identify development needs; and manage the reciprocal relationship between staff and the organization, so that each person is successful. In workplaces that lack these attributes, engagement and productivity often will suffer. Having seen the importance of effective employee engagement, and how it has fostered productivity, let us look at the present situation of my organization. Things are not the same now, because as Millennials mature, and move into their next life stages, their desires and needs are also shifting.

Share one strategy that you believe can foster an engaging environment in the workplace. I believe collaboration improves the way team members work together and solve problems. This leads to more innovation, efficient processes, increased success, and improved communication. So, through listening to and learning from team members, you can help each other reach the organizational goals, as we experienced four years ago. It takes hard work and a bit of time, but collaboration is worth it for the benefits your team will gain. The benefits of collaboration are:

1.    Problem-solving

2.    Adaptability

3.    Open communication and participation

4.    Skill-sharing

5.    Goal alignment and

6.    Engagement.

So, collaboration in a workplace involves a group of people sharing their ideas and skills, in order to achieve a common goal. It helps improve productivity, and gives employees a sense of purpose in the organization.

References:

Advanced Workplaces. (2015). The 6 factors of knowledge worker productivity… that change everything. Retrieved from http://www.advanced-workplace.com/wp content/uploads/2015/04/6_Factors_Paper.pdf

Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance.

International Journal of Productivity and Performance Management, 63, 308–323. doi:10.1108/ijppm-01-2013-0008

Hill, S. A., & Birkinshaw, J. (2012). Ambidexterity and survival in corporate venture units. Journal of Management, 40, 1899–1931. doi:10.1177/0149206312445925

Karanges, E., Johnston, K., Beatson, A., & Lings, I. (2015). The influence of internal communication on employee engagement: A pilot study. Public Relations Review, 41, 129–131. doi: 10.1016/j.pubrev.2014.12.003

Lowe, G. (2012). How employee engagement matters for hospital performance. Healthcare Quarterly, 15, 29–39. doi:10.12927/hcq.2012.22915

Nicholas, T. W., & Erakovic, R. (2013). Authentic leadership and implicit theory: A normative form of leadership. Leadership & Organization Development Journal, 34, 182–195. doi:10.1108/01437731311321931

Walden University Publishing: http://www.publishing.waldenu.edu