In the contemporary corporate world, employee engagement holds paramount significance. This is because employee engagement is the biggest predictor of customer experience which in turn is the key to revenue.
Traditionally thought of as an HR focus, management scholars and business leaders have recognized it as a critical factor, attributing organizational success to enhanced workforce involvement.
In my view that's the problem. This article looks at what the current landscape of employee engagement looks like from an HR point of view.
It is ever-evolving, witnessing transformative changes amidst the Fourth Industrial Revolution. This article offers a glimpse into the ongoing trends in employee engagement, signifying its implications for future workplaces.
The Rise of Remote Engagement:
The COVID-19 pandemic has drastically modified the notion of a typical workday and workplace. As borderless work matures, enterprises are exploring innovative methods to keep virtual teams engaged. Techniques such as virtual coffee breaks, online team-building activities, and flexible work hours are gaining popularity. Firms are investing in advanced digital tools that not only empower remote work but also foster a sense of belonging among employees.
1. Employee Wellness
The recent trends spotlight an increased focus on holistic employee wellness, encompassing physical, emotional, and mental well-being. Businesses now understand that engagement extends beyond the bounds of productivity rates, expanding towards nurturing a balanced professional life. Employee assistance programs, mindfulness sessions, and ‘mental health days off’ are among the tactics adopted to foster the whole-person approach to employee engagement.
2. Enhanced Communication and Transparency:
Transparent, two-way communication has garnered renewed emphasis. Enterprises with open communication channels witness amplified employee engagement. Continuous feedback, transparent leadership updates, and streamlined virtual communication platforms strengthen employees' faith in the system, directly boosting their engagement levels.
3. Greater Focus on Inclusion and Diversity:
A diverse and inclusive workplace promotes a culture of respect that fuels engagement. Businesses are increasingly recognizing that diversity extends beyond race or gender – it includes a diversity of thought, experience, and abilities. Leveraging diversity becomes a company’s forte, enriching ideas, and fostering innovation, thereby contributing to elevated engagement.
4. Learning and Development Opportunities:
In the age of incessant advancements, organizations are embracing ‘upskilling’ and ‘reskilling’ as vital to drive talent retention and engagement. Employees feeling a scope of continual growth and development within the organization are more likely to stay engaged.
5. Recognition and Reward Programs:
Frequent recognition positively correlates to engagement. Companies are transitioning from traditional annual rewards to more frequent, real-time recognitions. Both monetary and non-monetary rewards are used to develop a culture where employees feel valued.
What's missing?
Where is the manager in all of this? He/She explains 70% of engagement scores according to Gallup. It's like we are looking at this as if it is a technical challenge. Programs and policies are fine but people don't remember what we did but how it made people feel. The biggest lever is manager communication - the more caring, personal, supportive and feedback-rich the better.
Conclusion:
The metamorphosis of employee engagement trends provides a fascinating preview into the future workplace. This shift presents both opportunities and challenges. Companies need to tap into these trends to foster an environment marked by creativity, enthusiasm, and commitment.
Bringing these trends into alliance with the organization’s integral goals could mark a new era in building superior engagement, driving productivity, enhancing the employee experience, and yielding sustainable growth.
And yet the number one lever is missing - the quality of the Manager! If I could choose one thing to focus on I'd pick:
Be extremely paranoid who gets appointed to line manager roles - the emphasis should be on EQ not experience or history
Team Managers to coach
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