Employee engagement methods often co-relate NPS to Engagement Score implying that a higher engagement result is higher NPS/Business Results. However, it is actually exactly opposite of what drives employee engagement. The ability of the Company to explain and enable each employee to understand “why we do what we do of business strategy” is the key driver. This is embedded through a mix of leadership behaviours and systemic approach.
Over the past decade, Companies have become conscious of the need to measure and act on employee engagement. The companies having this as an integral part of their business strategy are spread across all sizes, cultures and ownership, listed or privately held.
Having the right framework is essential so as to not make engagement an input or an additional activity outside of the normal way a business is conducted. In fact in best employer companies, the actions taken reflect on how well the business is managed and is not driven as an engagement program or process.
There are six key discussion points to understand why some companies have consistently high employee engagement as compared to others, even if they are successful.
The six key discussion points: points:
- What is Executive Board’s understanding of engagement?
- n=1 – do each of your employees understand the business strategy
- Are the actions on business transparent enough?
- What is your leadership DNA?
- What is your culture value proposition to business strategy?
- Is HR able to integrate its process to deliver a cohesive message?
How should HR get it right from day 1? The 3C formula:
Based on the choices a Company makes in the 6 key questions or discussion points, a detailed engagement framework can designed/shaped and planned for implementation. This includes a checklist that guides comprehensive implementation.
Featured Picture | Zurich Lake | © 2015 Hari Abburi