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Strategy execution essentials- Engaged employees

Strategy execution best practices / essentials: Engaged employees.

What differentiates successful companies from the lesser successful ones? And how do some organizations zoom ahead while others hit pay dirt, though starting off with similar business ideas and capabilities?

If you look closely, successful companies have happier, more engaged teams and employees who are super – productive because their behaviour at work is energized, focused and aligned to the needs of the organization. Engaged employees work hard to make your company achieve its goals. They are emotionally committed to your success. So they are the real superstars, without whom your firm flops.

 The engagement –profit chain is indeed real. If you have more engaged employees, your company will have higher productivity, profits and yes, stock prices.

No wonder today we are talking about how you can enable your employees to have the #BestWorkDay every day.

The truth as it exists today is that employees worldwide are not happy at work leading to an engagement crisis that hampers the execution of almost all your business goals.

And the stats surely agree. According to Gallup only 30% of US employees are engaged at work. Conditions worldwide are even more dismal with Gallup’s  new 142-country study on the ‘State of the Global Workplace’ suggesting  only 13% of employees are engaged at work, or in other words, about one in eight workers is emotionally committed to his job and likely make discretionary efforts in achieving organizational goals, which is what engagement really is.

The Interact / Harris poll – HBR June 2015, sheds more light on the employee part of ‘employee engagement’.

According to the poll-

  •    63% of surveyed employees are disengaged at work because their achievements are not recognized
  •    About 57% of them just don’t know how they’re contributing to their organizations or what is it that they’re accountable for
  •    The poll throws up one interesting fact though, salary, by itself, doesn’t figure in the overall scheme of things.

How can you make every day the #BestWorkDay for your employees?

There have been numerous studies on talent engagement over the last decade focusing on measurement of employee engagement as well as to identify work-related factors leading to it.  Ruyle, Eichinger & De Meuse cite eleven factors affecting engagement:

  1. Strategic alignment
  2. Trust in senior leadership
  3. Immediate manager working relationship
  4. Peer culture
  5. Personal influence
  6. Nature of ‘my’ career
  7. Career support
  8. Nature of the job
  9. Developmental opportunities
  10. Employee recognition
  11. Pay fairness

These factors or drivers are within your organization’s control, are actionable and crucial for your organization’s success because they affect game- changing outcomes like productivity, top talent retention, and customer loyalty. Engagement indeed is the lever for achieving all your business goals.

But how do things look at ground zero?

Not too perky! Bosses have a large number of problems executing business strategies and Uma Gupta, Big Data and IT Fulbright Professor nails the biggest challenge for managers when she says, “Technically, the employee may have done his job, but if he or she doesn’t deliver results, the problem doesn’t go away.”

The truth is that most employees do work hard but not at the things that matter to achieve set organizational goals. So their contribution to the organization remains low. This leads to the company not rewarding the employee or recognizing his efforts, both of which are crucial for employee engagement. Over time such employees either become completely disengaged and quit or slack off at a great loss to the company.

So, the challenge for you as a business leader is to align employee effort with your organizational goals.

How can you improve talent engagement and your company’s profits?

This mammoth task can be broken down into 4 simple steps-

  • Clarity- Be clear about business goals
  • Transparency- Ensure that the organization’s vision, mission, values, and strategic objectives are clearly communicated to all employees so they can be more aligned
  • Take charge of employee engagement- Don’t leave engagement to the HR. Immediate supervisors and managers should be made accountable for engagement as they directly represent your organization. They should align daily priorities and work flows to organizational goals and recognize and appreciate discretionary achievements aligned with goals.
  • Carry out engagement surveys and share the results with employees. Implement, re-design action plans and Standard Operating Procedures or SOPs according to findings.

We know that creating a more engaged workforce is not easy, so we have the perfect framework to bridge the gaps in engagement within your organization.

With m-Weaver, our groundbreaking disruptive, execution- enabling framework, we make employee engagement a piece of cake for you.

One of the drivers covered by m-Weaver is ‘Processes & Systems’ within your company. The framework works on employee engagement and business goal execution by aligning all the teams and departments in your company with your business goals. It also redesigns SOPs to be agile and in- sync with the internal as well as external changes that your organization goes through while trying to attain goals.

m-Weaver will thus not just help you realize your dreams; it will also create happier, more engaged employees and teams working together on clearly defined activities, aligned with set business goals for the year ahead.

To know more about all the drivers of success and how we can power your goals, click here for a free trial of the m-Weaver.

MCeE - Metis Center for Execution Excellence
MCeE is an initiative that stems from our vision “To create an ecosystem of agile, high performing and sustainable organizations”. Our mission is to be a catalyst for transformational innovations that would aid businesses optimise strategy implementation. MCeE offers researchers opportunity to work on key operational drivers, their correlation and impact on strategy implementation. We have a special focus on addressing unique strategy implementation challenges facing emerging markets like India.
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