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Every two weeks we bring you opinion, news and research on Employee Engagement, Leadership and Organisational Performance, along with some thoughts on practical workplace applications.


Editorial: Links Between Transparency and Employee Engagement

This week, the BBC reported that, under a package of government reforms, companies will have to reveal how much more their chief executives are paid compared with the average employee. The new corporate governance laws, which are due to come into effect by June 2018, will force some 900 publicly listed companies to reveal the pay ratio between bosses and workers.

Business Secretary Greg Clark said the changes would make companies “more accountable to their employees and shareholders”.

There is clear evidence of the link between transparency in organisations and employee engagement, not least because accountability does help to build trust – one of the key factors employees identify as a key to them choosing to be engaged. So should organisations make financial data available to employees? Absolutely.

But as good as it sounds, let’s not get over-excited. There’s more to achieving transparency than simply complying with new laws on disclosure. If you want to really build trust, look at opportunities to increase transparency as a matter of leadership choice, rather than simple compliance. Compliance is about obedience to the rules; transparency is about valuing every employee as an individual. We should not confuse the two.

Steve Short – Emenex


What is an engagement CEO?

According to Gallup, only 13% of the world’s workers are engaged. How are we getting anything done? Well, we are doing it in a trance, says David Harder in his new book, The Workplace Engagement Solution.

The numbers around employee engagement are so bad that odds are high many CEOs are also disengaged. People’s rank has absolutely nothing to do with whether they have succumbed to a trance. We witness the trance in executives who lazily cut expenses by laying people off or tell HR to “fix the engagement problem” and walk away.

But we can learn from Harder who has studied CEOs running ‘magnificent and magnetic cultures’, such as Southwest Airlines, Google, HBO. Board members and investors, alone, would do well to find CEOs with the leadership traits he has discovered.  He characterises them here.


Reasons Why Employee Engagement Programs Fall Short

As many know, the percentage of engaged employees among the U.S. working population has remained at around one-third (currently 33%) since Gallup began measuring it in 2000. And the percentage engaged globally in the 100+ countries where Gallup measures it has hovered around 15%.

Yet behind these averages, when you look at individual organizations, there has been tremendous progress. But why have some companies massively boosted their number of engaged employees, while others have not? It boils down to two just reasons, claim Gallup; both of which centre around managers.  Read more here.


Engage for Success Interview

This UK engagement movement is guided by a substantial Task Force comprising senior UK figures from (mostly) industry and the public sector.  In this piece, Chief Commercial Officer at AHC, Francis Goss – a member since 2011 – is interviewed about his passion for engagement.


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