Employee engagement is a concept that has become increasingly important to many companies in recent years. It refers to the level of enthusiasm, commitment, and dedication an employee has for their job and the organisation they work for.
Employee engagement goes beyond simply showing up for work every day; it is about creating an environment where employees feel valued, have a sense of purpose, and are motivated to contribute to the success of the organisation.
It has been proven that when employees are engaged, they are more productive, have higher levels of job satisfaction and will be more likely to stay with the company longer. Therefore, it is important for businesses to focus on ways to improve employee engagement in the workplace. This article will outline several strategies employers can use to better engage their workforce and ensure their team reaches its fullest potential.
Employee engagement has a long and interesting history. From the early days of industrialisation to the modern-day workplace, employee engagement has evolved over time as businesses have looked for new ways to motivate their employees. Understanding the evolution of employee engagement can help us to better understand its importance in today's workplace and how best to foster it within our own organisation.
Frederick Taylor's scientific management theory was an early attempt to improve productivity and efficiency in the workplace. It was developed in the late 19th century and is still used today in many industries. Taylor's approach focused on analysing and optimising workflows for maximum efficiency, breaking down tasks into smaller components to be done by different workers. By breaking down labor into individualised tasks, Taylor sought to increase not only productivity, but also job satisfaction and employee motivation.
Bonuses and incentives came into favour towards the mid-late 1980’s. Even today, they are often considered the key to unlocking employee engagement. In truth, more recent research shows that money is only a motivator up to a certain point.
Beyond that, money can become counter-productive. Studies have found that when people are given too much money, their motivation and performance levels can actually decline. People may become too focused on the money, rather than on the task at hand. People may also become too comfortable and not work as hard as they could. Additionally, people may become overly competitive, which can lead to a lack of collaboration. For these reasons, it is important to find the right balance between offering money as a motivator and providing enough money to make sure that basic needs are met.
Modern approaches to employee engagement look at the person as a whole, beyond the workflow and beyond the money. The components, according to Dan Pink’s influential book ‘Drive’, are autonomy, mastery and purpose.
As humans, one of the strongest motivating factors when it comes to achieving our goals is a sense of autonomy. We all want to feel as if we are in control of our lives and our decisions. This desire for independence can come from many different sources: family, friends, peers, personal values and beliefs. When it comes to employee engagement, having a sense of autonomy can be immensely beneficial in driving us forward and keeping us motivated.
The pursuit of mastery is a fundamental human desire. It is often what motivates us to reach our goals and aspirations. Mastery can be thought of as the ability to master a skill or knowledge, making it an important factor in employee engagement. To achieve mastery, individuals must focus on self-improvement, which requires understanding, space, and time from their employer. Studies have shown that learning a new skill or mastering something can bring about tremendous satisfaction and a sense of accomplishment, with a resulting rise in employee engagement.
One way employers can gain insight into employee's wants and needs is through feedback tools like Ombea. By taking advantage of these tools, employers can tap into key concepts such as autonomy, mastery and purpose; all of which are vital to raise employee engagement and satisfaction.
Organisations that want to ensure the best results often struggle with finding the right balance between short-term success and long-term sustainability. The key to achieving this balance is continuous improvement, rather than relying on one-off surveys. Continuous improvement involves making ongoing incremental changes and taking consistent action based on continuous feedback
Unlike other feedback tools, Ombea fosters continuous improvement because it is built around the concept of continuous feedback. Instead of asking everybody once, Ombea presents questions to employees all the time, presenting their feedback as it evolves and changes over time.
In conclusion, improved employee engagement is a key factor in making sure that employees feel valued and supported in the workplace. It contributes to increased motivation, job satisfaction, better relationships between colleagues and management, and improved productivity.
For employers, this means more productive teams working together in harmony. Taking steps to engage with your team continuously will not only benefit them but your business as well. The Ombea feedback platform can help you understand what motivates your employees and therefore create an environment where everyone feels valued and respected.
Umnii is a continuous improvement consultancy. We harness the power of Ombea to help you achieve ongoing success.
Our team of experienced consultants works closely with you, utilising Ombea's innovative tools for real-time feedback and data-driven insights, to provide tailored guidance and support throughout every stage of the continuous improvement journey. By partnering with Umnii, you will benefit from our expertise, insights, and proven methodologies that will foster a culture of innovation, learning, and growth. Together, we will identify areas of improvement, implement effective strategies, continuously refining your processes, propelling your organisation towards greater success.
