What do we really mean when we talk about employee engagement? 

Although we all know what it feels like to be engaged in our work and to feel good about what we are doing and the contribution we make, there is still little agreement about how best to define employee engagement.

 

For the purposes of this study, employee engagement was defined as "being positively present during the performance of work by willingly contributing intellectual effort, experiencing positive emotions and meaningful connections to others."

This is what I call spirit at work which is about finding meaning and fulfillment through work. Spirit at work involves profound feelings of wellbeing, a belief that one's work makes a contribution, a sense of connection to others and common purpose, and an awareness of a connection to something larger than self. 

 

To come to your own definition, recall a time when you were fully engaged in your work, you were excited and energized by what you were doing. You knew that your work mattered and that you were making a difference. Recall how that felt. How would you define it? This is spirit at work.

How does the employer benefit from employee engagement and spirit at work?

 

Not surprising, the study demonstrates that employee engagement is good for the employee and employer.

 

For the organization,

 

Engaged employees perform better.

 

Engagement and performance go hand in hand. When we are engaged, we tend to be more involved in our work and think more about it so we develop better solutions. We have positive connections with others which contribute to  increased performance. The study points to a cycle where perception of, satisfaction with, involvement in and engagement with work are connected. And when they come together, the result is enhanced performance.

 

Engaged employees are more innovative than others.

 

Engaged employees were found to come up with more innovative ideas than lesser engaged employees. Engaged employees are more likely to search out new methods, techniques or instruments, help others become enthusiastic, and take innovative ideas to the next step - application.

 

Unfortunately, many people say that they never engage in innovative work behaviour such as creating new ideas for difficult issues or coming up with original solutions for problems.  I suspect that most people don't see the work they are doing as creative or innovative. Often we think that we have to come up with something big, whereas figuring out software programs, improving systems, effective running of meetings, and managing time is often very creative and innovative and that happens all the time.

 

Engaged employees are more likely to want to stay with their employer.

 

I have written before that the top two concerns are engagement and retention. It is not surprising that engaged employees are more likely to stay with the organization than less engaged employees. They are engaged, satisfied with their work, and see how they are making a difference.

What about the empoyee: Any benefits?

 

Absolutely.

 

Engaged employees enjoy greater levels of personal well-being.

 

They are more likely to report higher levels of well being and lower levels of burnout. Engaged people are more likely to enjoy their work, are better able to cope with work demands, and lose less sleep over work than their colleagues who are less engaged.

 

In my own research, I found a relationship between spirit at work and life satisfaction, vitality, even how grateful we are. As spirit at work goes up, depression and emotional exhaustion decreases. But that is a topic for another newsletter.

 

Engaged employees perceive their workload to be more sustainable than others.

 

It seems that when we are engaged, we are more likely to feel that we can manage our workload. And this definitely has a positive effect on our health. Feeling that we can stay on top of our work or at least cope with the workload contributes to our sense of well-being.

 

With this kind of information, why wouldn't we want to promote employee engagement and spirit at work for ourselves and our employees? 

What is an employer or employee supposed to do?

 

Research is showing us that what drives engagement is different for different groups, whether that be generations, sector, gender, or position. However, in this study, two factors were found to be most important in driving up engagement, for all groups. Meaningfulness of work and employee voice emerged as the most important drivers, regardless of group or sector. The third most important driver was the way in which senior managers communicate with employees.

 

Here are three ways to increase employee engagment:

 

1. Connect to the meaning underlying the work

 

We want to know that our work matters. That we are making a difference. That someone or something is benefiting. Understanding the meaning underlying our work is key to being fully engaged and to experiencing spirit at work.

 

All work has meaning. While it is easier to see the meaning underlying a public sector position or a job of service such as teaching, nursing or social work, it is important to dig for the meaning in all jobs. Employers can help employees make the link between their work and the broader organizational goals and to connect with the organization's deeper purpose.

 

Appreciating the contribution we make through our work goes a long way to increase our spirit at work and our sense of well-being. In my workshops, I help employees uncover the deeper meaning of their work, why it matters to them, and to appreciate themselves and their contribution. I also help them make the connection between their work and the deeper purpose of the organization.

 

2.  Ensure that employee's have a voice.

 

Regardless of what role we play within the organization, we want to be acknowledged and heard. Not surprisingly, being heard and having the ability to share your views upwards was the second engagement driver. We want to be involved. To participate. To be able to express our views.  And to know that our opinions will be taken seriously by our immediate supervisor and senior managers.

 

There are several ways to give employees a voice. The most important is to create an environment where employees feel like they can contribute openly and honestly and that their opinions matter. Then, ask for their opinion and ideas. Give them an opportunity to participate in planning sessions. Ask for advice in meetings.  Make sure that you let them know they are being heard.

 

3.  Share the vision and make communication a priority. 

 

I believe that the key role of senior management in any organization is to create a compelling vision for the organization. What is the purpose of this organization? What do we stand for? Where are we going? The next step is to share the vision and deeper purpose of the organization with employees and to inspire employees to fulfill that purpose and achieve the vision.  To connect with the vision and see how their work contributes.

 

Communication is key. Almost every employee survey points to concern with communication. Yet, for employees to be fully engaged, they need to experience communication. Both ways.  Earlier we spoke about the need for employees to have a voice. Here we are talking about information coming to the employee and senior management being open, approachable and transparent. 

Spirit at Work in Action:  The Transformation of a Company

 

As I read these study results, I couldn't help but think about Kitchen Partners, an Edmonton-based, custom food manufacturing company.  Jeff Clark, COO and president, not only understands the importance of employee engagement, he walks the talk. Jeff knows the importance of having an engaged workforce and cultivating spirit at work.

 

After working for companies such as Maple Leaf Foods, Cavendish Farms, and Labatt, Jeff Clark knows the recipe for success.  Taking over as president of Kitchen Partners five years ago, Jeff's aim was to recreate an experience that happened twice in his career. The first was to be part of a team of like-minded people who shared similar values and demonstrated trust and respect.  The second was to work in an environment where people felt good about their work, were engaged and knew they were making a difference.  His goal was to bring together the best of big companies with the best of small companies.

 

He started with a name change. Kitchen Partners was selected to better represent the company culture he was creating. "Partners" was key in describing not only the relationship between the company and its clients, but also the relationship between the company and its employees.

 

Jeff Clark's philosophy is to "hire great people and help them to be even greater." Here is a sample of what he and his management team do:  

• Takes the time necessary to hire the right people and then inspires each of them to be the best they can be.
• Creates a culture driven by values, teamwork, and appreciation.
• Helps employees understand the business plan. They share everything with everybody - the success and the failures. 
• Holds monthly business improvement meetings where they provide lunch and give all employees a voice.
• Continually asks for employee input. 
• Promotes growth and constant improvement.
• Sends out a monthly newsletter.
• Helps employees to feel engaged by seeing how they create value for their customers. (They refer to themselves as solution providers.) 
• Acknowledges and rewards his employees.

In return, Jeff and the company are rewarded. Business continues to grow, new customers are signing on, turnover is low and the employees are happy.