Each week we bring you our views on the latest published news and research on the topics of Employee Engagement, Leadership and Motivation, together with some thoughts on their practical application.

 Organisation size is a key predictor of Employee Engagement and Loyalty

Engagement Vs LoyaltyThe infographic above is based on part of “MacLeod and Clarke’s Concept of Employee Engagement: An Analysis based on the Workplace Employment Relations Study,” published by ACAS in July 2014. The analysis compared the MacLeod Report with the 2011 Workplace Employment Relations Study (WERS), a national survey of people at work in Britain. It is the flagship survey of employment relations in Britain. It collects data from employers, employee representatives and employees in a representative sample of workplaces.

Two things are clear from the data:
i) the bigger an organisation is, the less engaged and less loyal the employees become;
ii) regardless of the size of organisation, employees are more loyal than they are engaged.

Taking the data at face value (and we should take it seriously – the data was gathered from 2,680 workplace managers responsible for employment relations and personnel; 1,002 worker representatives; and 21,981 employees) raises some interesting questions for managers:

  • In large organisations: What are we going to do now to begin raising Employee Engagement?
  • In smaller organisations: what are we going to start doing now, so that as we grow, we can sustain our higher engagement levels?
  • In all organisations: What are the implications for organisations of all sizes of loyal employees becoming disengaged?

Research done on behalf of Engage for Success has identified that those organisations with employee engagement scores in the top quartile compared to those in the bottom quartile have on average: double the profit, 18% higher levels of productivity, 12% higher customer satisfaction levels and 40% lower staff turnover.  So does Employee Engagement really merit your attention?  We think so!

In effect, too many employees are simply filling a seat and consuming resources.   So what can be done  to reverse the trend if you see this happening in your organisation?

In the short-term, every manager can begin today to raise employee engagement, simply by building effective working relationships – talking, listening, sharing key information, coaching and providing opportunities for individuals to maximise their contribution through having fulfilling work assignments that are aligned to their capabilities and aspirations. In our experience, too often managers are so focused on their own productivity targets that they lose sight of how to support team members to maximise their full potential.

In the medium to longer term you could consider having your organisation participate in our “Take Charge of Your Team” programme – research-based and designed to provide practical ways to become not just managers, but true Employee Engagers.

Click here to find out more.

Trust – It’s All In The Head

Dr Paul Zak, director at the Center for Neuroeconomic Studies at Claremont Graduate University has been studying the effect of trust on performance. His work on neuroscience reveals that trust is the result of biochemical reactions in the brain, essentially a recipe for trust.  This recipe can be programmed by developing behaviours that trigger the appropriate responses in the brain. You can download a copy of his white paper here (registration required).

Dr Zak’s research suggests that there are 6 behavioural elements to building a trusting environment:

  1. Recognise excellence
  2. Goal oriented challenge and support
  3. Delegate and empower
  4. Devolve and develop self-managing leadership
  5. Openness – access all areas
  6. Build strong relationships

Putting these elements into practice delivered measurable effects for individuals in his study:

  • 70% more job satisfaction;
  • 70% less stress;
  • 69% more willingness to stay in their job;
  • 28% more energy
  • 26% more joy

Those people who experienced the deepest levels of trust also delivered on organisational bottom line results:

  • 33% fewer sick days
  • 22% more innovative
  • 19% more productive

It would be interesting to compare how small and large organisations go about developing and maintaining trust and how this might impact on the results of the MacLeod and Clarke study in the article above?

Do you want your managers to be more engaging in the way they lead and manage their teams? We help by providing them with the tools, skills and support to align the expectations of their employees with their priorities and needs. Please contact us today on 08450 523 593. 

The Power of Questions

Chicken egg questionThis week’s Blog is by Alistair Aitchison. He listened recently to Harvard Business School leading Professor Clayton Christensen and his wife Christine discuss the power of questions; the importance of searching out and asking important questions and being willing to put in the hard work to find the answers.

Read it here

Take a look at the Take Charge of Your Career Workshop and see how to empower your employees and change your culture for the better.

About Emenex

We help you make your people great.

Emenex enables organisations to get the best from and for their staff. Leaders approach us when they have challenges associated with motivation, productivity, retention, talent management and succession planning. They know that addressing these critical issues delivers higher levels of profit, productivity and customer satisfaction. They also know that a more progressive solution is required – one that delivers above and beyond expectations and enhances their brand with customers and staff alike. The solution our clients are choosing to implement is the extraMILETM Employee Engagement Programme.

The extraMILETM Employee Engagement Programme delivers all the tools and skills leaders need to clearly define and communicate organisational priorities to employees. For employees, it ensures they are prepared and able to align their personal and career goals to the priorities of the organisation. The continued growth and development of both teams and individuals builds loyalty, commitment and engagement. It builds an organisation better able to meet future challenges and leads to higher performance and customer satisfaction.

The result? Individuals and their organisation excel. Get in touch to find out more.

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