Recognizing and Engaging Employees For Dummies. Nelson Bob

a few key terms related to employees and the workplace that you’ll see throughout this book. If you are uncertain of their definitions, read on:

      Engagement: The simplest definition is tapping into employee discretionary efforts, that is, an employee’s willingness to go above and beyond in doing his or her job. A definition that’s a bit broader is offered by Wikipedia: “Employee engagement is a property of the relationship between an organization and its employees. An ‘engaged employee’ is one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the organization’s reputation and interests.

      Recognition: Recognition is a positive consequence provided to a person for a behavior or result. Recognition can take the form of acknowledgment, approval, or the expression of gratitude. It means appreciating someone for something he or she has done for you, your group, or your organization. You can give recognition as someone strives to achieve a certain goal or behavior or upon completion of that goal or behavior. Using recognition, organizations can build engagement and drive success for the company, including all stakeholders. Recognition comes in all shapes and sizes, but the major categories of recognition include the following:

      ✔ Interpersonal recognition: A personal or written thank you from one’s manager or peers.

      ✔ Social recognition: Acknowledgement, public praise, or thanks provided on social media such as Facebook, LinkedIn, or Twitter.

      ✔ Tangible recognition: A certificate, plaque, trophy, paperweight, coffee mug, or other memento.

      ✔ Intangible recognition: The granting of more involvement in decision-making, autonomy, flexibility, or choice of working assignment.

      Reward: Something with monetary value (but not necessarily money) that is provided for desired behavior or performance, often with accompanying recognition. A reward can be an item or an experience. Harvard Business School professor Rosabeth Moss Kanter defines a reward as “something special – a special gain for special achievements, a treat for doing something above-and-beyond.”

      Incentive: Recognition or a reward that is promised in advance for an anticipated achievement that meets certain criteria. Incentives create anticipation and excitement and thus can result in stronger, clearer motivation.

      Motivation: The internal human energy available to inspire a person to act.

      Motivator: Anything that increases motivational energy.

      Demotivator: Anything that reduces motivational energy and/or triggers negative behaviors.

Looking at Factors Impacting Employee Engagement

      There are many factors that impact the design, rollout, and effectiveness of employee engagement efforts. Here, I present an overview of six drivers of employee engagement; in Chapter 2, I discuss specific strategies and actions that companies are taking to most improve in these areas.

       Employee fit: Alignment of employee’s goals with organizational goals

      The number one factor impacting employee performance and engagement is how well an individual employee’s performance (and personal) goals align with the overall organizational goals, mission, and core values. This factor is so crucial, in fact, that it might be hard for you to gain support for engagement initiatives unless they are directly tied to performance goals that drive the organization’s success and profitability. Therefore, as a manager, you have to act as a liaison to connect the organization’s strategic mission with individual values and behaviors of employees.

      Having a process in place by which employees and managers agree on performance goals helps drive significant organizational performance. Top-performing companies even support managers with tools and technologies to help initiate performance and goal-setting conversations that better result in this link between individual efforts and organizational goals.

      Moving toward a more engaged, accountable workforce doesn’t happen overnight. It requires continual and ongoing effort to change ingrained beliefs and behaviors about the role of employees and leaders in an organization so that employees eventually can say – and truly believe – the following:

      ✔ “I play a vital role in this organization and am responsible for what happens here.”

      ✔ “If I see a problem, it is my duty to fix it.”

      ✔ “My job is justified only if I make a valuable contribution.”

       Employee communication

      Communication is the lubricant of any well-run organization, and it’s especially vital for successful employee engagement. In my research, communication ranked highest (95 percent) of all motivational factors that employees most want in their jobs today. Communication needs to be consistent, bidirectional, involve all levels of the organization, and cover all lengths of time (here-and-now, upcoming, and long term).

      Of course, managers and executives must be willing to receive and truly listen to honest and open feedback from employees regarding what they, the employees, most need to be engaged. All staff members should be informed about things critical to the company’s success and how they each can contribute to that success. Through strong communication, employees feel a sense of responsibility for the success of the organization and can better champion the organization’s mission and values, as well as its products and services.

       Employee expectations

      “What do you expect from me in my job?” is the starting point for all performance and engagement. Therefore, setting clear goals and expectations is vital. These expectations typically come from one’s manager. We know from research that the best goals have these characteristics:

      ✔ They are few in number and specific in purpose: After all, any of us can only focus on one thing at a time.

      ✔ They are “stretch” goals: That is, they are not too easy and are not too difficult. Instead, they have a good chance (some studies suggest about 70 percent) of being achieved with a dedicated focus by the employee.

      ✔ They are collaborative: They involve one or more discussions between the employee and his or her manager.

      

The days of just telling employees what to do and expecting it to be done as expected are pretty much over. To motivate employees to do their best work, you need to explain to them the “why” of their work – its significance and relation to the organizational goals and customers – and engage them by asking them what they expect of themselves (and of you, their manager!). The process of collaboratively setting clear employee expectations creates a strong bond and motivation between managers and employees.

      

Employees today are inherently motivated to do a good job where they work. I’ve never yet met an employee who gets up in the morning and says, “I hope I make a mess of things at work today!” They want to help the organization be successful and prosper as best they can, but they can’t do this in a vacuum. They need the leadership and support of management to help create the context for their success.

       Employee support

      Studies have shown that the most important relationship for an employee at work is the relationship between the employee and his or her direct manager. “If you have a good boss, you have a good job” rings true around the world. If employees don’t have support from their managers to be fully engaged, they won’t fully engage. Therefore, as a manager, your primary responsibility is to support your employees. This could mean modeling engagement and recognition, being there when they want or need to communicate, being available to discuss problems, finding ways for your employees to get extra training and development, and so on.

      As a manager, you are also the primary communication link between your employees and the rest of the organization and, as such, can help employees develop so that, over