Tuesday, June 14, 2011

Employee Engagement for Middle Managers

As an employee engagement specialist I work with clients to plan a compelling future for the organisation that enables their middle managers and emerging leaders to contribute their best. Effective middle managers are crucial to the performance of an organisation as they are the conduit or link between the strategy developed by the senior executives and the people who deliver to customers and other stakeholders. They lead in the vortex where engagement happens – or doesn’t, and as a consequence often determines whether an organisation achieves it’s goals and objectives.

So what is employee engagement?
·         The level of an individual’s contribution to the company’s success, and
·         The level of personal satisfaction in the role
An alignment of maximum job satisfaction (I like my work and I do it well) with maximum job contribution (I help achieve the goals of my organisation)

The engaged employee has an emotional investment in the organisation, they are satisfied, committed and proud, they are positive and enthusiastically take on challenges and they bring discretionary effort to the workplace to get the job done.  By engaging staff middle managers can play a significant role in determining performance and business outcomes.

Here are a few tips for middle managers on how to get started to further engage staff:

Firstly it’s about you to take control of your own engagement.  To be engaged is to be able to apply your talents, respect your boss, work hard to get the job done, enjoy and be proud of your work environment, to have a clear sense of purpose and to have a career focus.  All these components of engagement lead to self- confidence and an ability to make decisions to fulfil personal aspirations. 

Research and analysis conducted by Insync Surveys identified the following key drivers of engagement:

1.       Our organisation cares about and is committed to me
2.       Our organisation has a clear set of values and behaviours that guide our everyday actions
3.       My work group is committed to improving productivity
4.       I understand what outcomes and standards are expected of me
5.       I understands how my role contributes to our organisation’s long term goals
6.       The person I report to displays confidence in our organisation’s future
7.       My skills and talents are used to their full potential
8.       Our organisation is committed to high standards of performance
9.       Our organisation has effective programs for recognising and rewarding achievements of people
10.   Our everyday actions and performance are clearly linked to our organisation’s goals

How many of these drivers can you tick?

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