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Employee Engagement

Employment Law & HR
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Note: this article was first written by our colleagues at Solve HR, before Solve HR joined Law At Work in March 2020. We have imported this...

Employers have long been attempting to harness the knowledge, skills and abilities of their workforce to increase business performance and aid retention. The question often asked, is '"What is Employee Engagement and how do we do this at a time of uncertainty for many organisations?'"

According to the CIPD, Employee Engagement '"is generally seen as an internal state of being - both physical, mental and emotional - that brings together earlier concepts of work effort, organisational commitment, job satisfaction and 'flow' (or optimal experience). Employee Engagement looks at discretionary effort, going the extra mile, feeling valued and passion for work. A CIPD report outlined three dimensions to the definition of employee engagement: - Intellectual engagement - thinking hard about the job and how to do it better. - Affective engagement - Feeling positively about doing a good job. - Social engagement - Actively taking opportunities to discuss work-related improvements with others at work.

Employee Engagement is also an alternative way of looking at commitment, satisfaction and motivation, however as a hot topic of recent years it has been hugely beneficial to the implementation of good people management practices throughout organisations. It has given focus to what employers and employees want/need in order to foster long term working relationships.

Employee Engagement can be increased through simple inexpensive praise and recognition, which demonstrates an individual's value to the organisation and can encourage discretionary effort. Thomas International outline an Engagement Framework which highlights engagement across three critical work dimensions: Role, Reward and Relationship, which are made up of seven key drivers: Clarity, Challenge, Freedom, Recognition, Growth, Voice, Togetherness. The framework suggests providing clarity on what is expected of your employees and the purpose of their work by aligning objectives with organisational goals, will go a long way to increasing engagement. Many employees seek to be entrusted with the responsibility of contributing to the attainment of business goals and therefore by implementing the seven key drivers and managing the three critical work dimensions, employee engagement should flow easily throughout your organisation.

For more information on the Thomas International Employee Engagement Framework and implementing this to increase engagement across your business, please contact LAW.

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