Employee Engagement

Engaging your employees
contributes to retention and less turnover

Employee Engagement

 

WHY EMPLOYEE ENGAGEMENT IS CRITICAL TO YOUR SUCCESS

 

Employee engagement is a workplace approach resulting in the right conditions for all members of an organization to give their best each day. We define best as committed to their organization’s goals and values, motivated to contribute to the organization’s success, and accomplishing it all with an enhanced sense of their own well-being.

Employee engagement is based on trust, integrity, two way commitment and communication between an organization and its members. It is an approach that increases the chances of business success, contributing to organizational and individual performance, productivity and well-being. It can be measured. It varies from poor to great. It can be nurtured and dramatically increased. Or it can be lost and thrown away.

 

Generating engagement

Increasing engagement is a primary objective of organizations seeking to understand and measure engagement.

 

Drivers of engagement

Some additional points from research into drivers of engagement are presented below:

 

  • Employee perceptions of job importance – "...an employee's attitude toward the job's importance and the company had the greatest impact on loyalty and customer service than all other employee factors combined.
  • Employee clarity of job expectations – "If expectations are not clear and basic materials and equipment are not provided, negative emotions such as boredom or resentment may result, and the employee may then become focused on surviving more than thinking about how he can help the organization succeed.
  • Career advancement / improvement opportunities – "Plant supervisors and managers indicated that many plant improvements were being made outside the suggestion system, where employees initiated changes in order to reap the bonuses generated by the subsequent cost savings.
  • Regular feedback and dialogue with superiors – "Feedback is the key to giving employees a sense of where they’re going, but many organizations are remarkably bad at giving it. What I really wanted to hear was 'Thanks.You did a good job.' But all my boss did was hand me a cheque.
  • Quality of working relationships with peers, superiors, and subordinates – "...if employees' relationship with their managers is fractured, then no amount of perks will persuade the employees to perform at top levels. Employee engagement is a direct reflection of how employees feel about their relationship with the boss."
  • Perceptions of the ethos and values of the organization – "'Inspiration and values' is the most important of the six drivers in our Engaged Performance model. Inspirational leadership is the ultimate perk. In its absence, [it] is unlikely to engage employees."
  • Effective internal employee communications – which convey a clear description of "what's going on". "'Commitment theories are rather based on creating conditions, under which the employee will feel compelled to work for an organization, whereas engagement theories aim to bring about a situation in which the employee by free choice has an intrinsic desire to work in the best interests of the organization.

 

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