Employee engagement helps business grow

by Amila Muthukutti

There should be no argument among business people that it is employees who take the business forward, executing planned business strategies.

A disengaged employee is a cost to the organisation, while an engaged employee is an asset. It is known that a significant portion of an organisation’s profit is allocated for employee wages, well-being and training, because every business organisation expects its employees to do their best for the company and contribute towards achieving business targets.

What matters is how far employees are engaged in business activities. In other words, employee engagement is the secret behind business profit or loss.

Employee engagement is a workplace approach designed to ensure that employees are committed to their organisation’s goals and values, motivated to contribute to organisational success and at the same time to enhance their own well-being.

An engaged employee is a person who is emotionally attached to the company and always willing to do his best for the organisation’s success. Employees actively engage in their jobs, only if high engagement results in higher career growth. The business culture must be a culture that highly values committed employees and provides expected returns.

Ten Cs

Because disengaged employees undoubtedly pave the way for loss-making business, it is up to CEOs and senior managers to set a human resource strategy, so that all employees actively engage in their jobs, leading to profitability.

The ten Cs are important to improve employee engagement. Hence, let’s have a closer look at them.

Connect.

This means that there ought to be a close relationship between senior managers and employees.

There is nothing other than a close relationship which motivates employees in an organisation. Employee-focused initiatives such as profit sharing and implementing work–life balance initiatives help to build this relationship more strongly.

If senior managers want to make profits, they have to consider employees as partners of that profit-making process.

The duty of an employee may be over after eight hours of service, but, the duty of a partner may not be over after eight hours. It means that employees, once they are considered partners and fully connected with senior managers, definitely become engaged employees.

Career. Employees work hard in the organisation, because they expect career growth. If the organisation provides them with a job, not a career full of challenging and meaningful tasks, it will undoubtedly result in disengagement.

Employees ought to be empowered with skills, so that challenges can be met. They are compelled to use their maximum potential, when given new challenges.

Clarity. Workers should have a clear understanding about strategies and plans that senior managers have for the business organisation. When people know where the organisation is being propelled, it is easy for them to actively contribute to achieve goals.

Every employee has to draw a part of organisation’s big picture. As business is a collective effort, even what a minor worker does, is not cleaning or delivering messages but making business profitable. Every small part should be combined into the main goal. People can work, only if everyone has a clarity on organisational goals.

Convey. It is up to senior managers to clarify their expectations about employees and provide them with constructive criticism. Good leaders set up processes and procedures that help people master important tasks and facilitate goal achievement.

If leaders use bad methods, employees too may respond badly. They may become disillusioned, resulting in employee disengagement.

Congratulate. Everybody wants to be appreciated. However, what can be seen in a business environment is that seniors blame employees for their poor performance. But, the praise for strong performance is less common. Leaders must not hesitate to take time to congratulate employees on their strong performance every time.

Contribute. Leaders should let employees understand how they contribute to business success. If they feel that they are really partners of the success, they tend to work hard. Employee’s attitude to the job and the organisation has an impact on loyalty and customer service.

Control. Leaders should have control over employees and should consult them in making decisions and in setting up controls. Managers should not see people as groups or units, they should see people as individuals, because every person has different needs and grievances.

That is why, it is important for managers to get employees involved in the decision-making process. Specially, when employee related decisions are taken.

Collaborate. Business is a collective and collaborative effort to win the market and make profit. Hence, leaders need to be team builders. When employees work in teams, they nurture and motivate one another, resulting in higher engagement. One of the challenges is how to prevent free riders in the team.

Credibility. Leaders should maintain organisational reputation and demonstrate ethical standards, especially in decision-making, so that employees can be proud of the organisation. Employees should have a belief that managers propel the business properly.

Confidence. Good leaders always set examples, so that employee’s confidence in their seniors can be strengthened. When people lose confidence in the business, they ask themselves how and why they continue to work with the organisation, resulting in high employee turnover. Once the Cs discussed are mixed with proper business strategies, it is not difficult to increase employee engagement. Training will be useless, unless employees engage in the job. Hence, it can be said that employee engagement is a formula to strengthen business success.

The writer holds a BA in Economics from the University of Colombo