By Mark Phelps
When it comes to employee engagement, organizations are quick to jump on the statistical bandwagon. And why not? What senior leader doesn’t want to see issues and solutions in black and white so they can put on their “problem solver” hat and go to work?
It’s a simple fact that increasing the engagement of your workforce requires discussions, thoughtful reflection, and a lot of organizational accountability to make positive change happen. Increasing organizational engagement starts with more engaging leader behavior at all levels.
This focus on analytics, and letting algorithms and correlations drive the process creates other problems as well. When I talk with organizations that use this approach, I hear the following:
- Senior executives don’t consider the impact of their behavior
- Managers of low-scoring groups attack the survey questions and methodology
- HR owns the initiative, but execution is weak
The easy part is measuring engagement and identifying areas for improvement. The hard work begins with trying to engage leaders’ personal side: their commitment, motivation, and “heart.” This begins before the survey takes place, and continues as long as engaging employees is important to organizational success!
Employee engagement starts with senior executives—not HR. From that beginning, leaders and employees need to be involved and committed to working on an aspect of their work environment that they feel will make the best impact
You can’t analyze your way to a more engaging work environment, and you definitely won’t energize or engage your leaders by piling on the statistics.
Join me for a discussion on how to make employee engagement a priority for your senior executives at our webinar on November 10, 2009: Engaging the C-Suite: How to Gain and Sustain Leader Buy-in for Your Engagement Initiative
Mark Phelps is a practice leader and manager for Development Dimensions International (DDI).