In the past couple of weeks we’ve had some surprising feedback from HR managers and business leaders. A fair number of them have been saying that they hate the phrase, “employee engagement“. It’s not that they don’t believe its important. It’s not that they don’t want it in their organisations. In fact, its the opposite. They know its critical, they really want it – but they know its not as simple as that. It takes clarity about what needs to be done, support from the senior management team and perseverance.
And the challenge for those who have to initiate and then drive the process is that they are inside the system, creating the system. There’s a real element of not being able to see the wood for the trees. This is understandable and it’s certainly not a criticism. Finance managers have accountants and bank managers to provide outside advice. The MD and CEO have non-executive directors for the same reason. Why should HR managers not have the same sort of valuable resource to help them with some objective advice when they’re dealing with complex issues?
Last week’s Employee Engagement series was one way we could help provide this sort of help for HR professionals who are focused on improving the engagement levels in their organisations. We wrote about a different aspect of the process every day, and in response to the positive feedback we’ve had, we decided to continue looking at this topic for another week.
In addition to the posts we’ve already published, we’ve also created a 16-page Employee Engagement Guideline for Managers as well as case studies and other topic outlines.
And if you want to see the office of one of the companies we think are fabulous, here’s link to their video
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Photo credit: Dominic
Article by Vandy Massey
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