EMPLOYEE ENGAGEMENT

By Steve Ng www.junaidi-huang.blogspot.com Steve.huang2009@gmail.com

DEFINITION

Employee Engagement is one that develops in a recent issue of human resource management. Engagement itself is a binding force between the company and employees both emotionally, rationally and motivational to encourage optimal performance of the individual that makes the company capable of achieving the goal have a competitive advantage. In another sense mentioned employee engagement as a broad and deep relationship between employees and the company that produces a strong willingness for employees to provide the best beyond what is expected for the company's success.

DEFINITION

Another definition of William H. Macey, Ph.D. (Valtera) said that engagement is the awareness and willingness of individuals to focus all energies, show personal initiative, willingness to adapt, trying hard and persevere to achieve organizational objectives.

DEFINITION

Based on the above understanding of the process of engagement is growing dynamically in different companies and in general that had been moving in the realm of transactional to transformational. It is formal that was just turned into something more entrenched. For that, a company should not only carry out limited engagement surveys but more important is how to relate their corporate culture and strategy.

DEFINITION

Organizations that smart should be able to move the basic construction towards more focused engagement to significantly drive the company's performance. The key to this is the ability of the managers of companies (managers) to move its people to be able to contribute the maximum through the awareness that is built from the engagement process management. Employee knowingly and willingly provide the best of it has to support the company's success is the key to a successful engagement. Recent studies related to employee engagement includes the following topics:

13 TOPIC EMPLOYEE ENGAGEMENT

The journey from transactional to transformational engagement. 2. Engaging for success. 3. From absence to attendance. 4. Investors in vitality, in pursuit of vital workplaces. 5. People strategies to support corporate objectives. 6. The future of engagement : leveraging employee insights to drive performance. 7. Engagement through self managed leadership. 8. Being engaged does not mean you have to be married. 9. Engagement Employees. 10. Re-connecting engagement to business strategy in a post recession economy. 11. The power of getting it right. 12. Building the engagement culture. 13. Removing the blockers to engagement 1.

1. THE JOURNEY FROM TRANSACTIONAL TO TRANSFORMATIONAL ENGAGEMENT.

Transactional to the transformational process of engagement is a journey that requires constant adjustments of the company against various developments both internally and externally. Hay Group as a leading consulting firm to study this in the time by observing the developments that occurred in different companies.

2. ENGAGING FOR SUCCESS.

Benefits of employee engagement to organizations and individuals. The results showed a strong correlation between engagement and productivity. Productivity is a very important factor to support an organization's success. In addition, by having the potential transformation, companies and employees must work together, so the company must put the employee who has committed the heart of the company (strategic position), it will increase the company's performance.
One way to build a harmonious relationship between the company and its employees, Respect between the two is the heart (core) of success in the face of competitive advantage.

3. FROM ABSENCE TO ATTENDANCE.

Absenteeism is an important issue and make organizational performance decreases. Absenteeism is also identified other causes of the weakness of engagement. The key to cope with absenteeism is by empowering line managers. The result of employee absenteeism problem is able to save the company significantly. One way is to grab the attention of employees, help and support employees and directing it towards a better, Demonstrate that the company's care for employees.

4. INVESTORS IN VITALITY, IN PURSUIT OF VITAL WORKPLACES.

This study relates to how empowering work environment for employees to feel more comfortable and also have a high attachment to the work environment. Work should focus on results. To get a good working way to do research along with best practices. Results from research and best practices used to plan development aimed at improving the working methods better (improvement). Need to utilize and draw lessons from existing data, then the entire data is used as a feedback to improve performance (performance). One way to improvement is to hear the "voice of employees".

5. PEOPLE STRATEGIES TO SUPPORT CORPORATE OBJECTIVES.

Strategies to manage how employees to support the achievement of corporate objectives. Required the establishment and implementation of strategies for new employees, which in essence is to bring all potential employees to strengthen the achievement of the company's vision. In addition to directing the company employees who have good potential, in order to take appropriate action at the spearhead of service.

6. THE FUTURE OF ENGAGEMENT : LEVERAGING EMPLOYEE INSIGHTS TO DRIVE PERFORMANCE.

In the future, we live in a complex dimension of time. Newly emerging paradigm of work and organizational changes to match the existing competition, regulatory changes and environment business ultimately affect corporate policy. The essence of exposure from this study is how to manage the engagement in the future. This is associated with the role of employees to support a prima improving company performance. The main key is the role of Senior Leader, where the Senior Leader's behavior will have an important influence on employee engagement levels.
It is expected that the Senior Leader to understand how the impact of their own behavior can affect employees. In order for companies to survive in the future, one of them do these things as follows: a. Retain and attract the best employees b. Keeping employees who have the talent c. Motivating employees above and give the best d. Monitor the level of employee welfare e. Facilities and benefits should be more superior than the market and exceeds the competitors, that are not easily hacked

7. ENGAGEMENT THROUGH SELF MANAGED LEADERSHIP.

Self leadership was instrumental to the engagement. How we manage ourselves to have an impact on engagement levels. Self leadership is essential to promote solidarity among leaders. And bond / relationship between the leader will be able to create a healthy working environment, where it will affect the level of employee engagement and could encourage organizational performance significantly.

8. BEING ENGAGED DOES NOT MEAN YOU HAVE TO BE MARRIED.

it is about inclusiveness and held in 2 directions: what's in it for employees and what's in it for the company.
Implementation Engagement is part of a strategy to identify people and conducted a census every year under the name "Listening to You" (employee engagement surveys) for each employee throughout the world. The aim is to improve the Engagement, because we are believes the Engagement is the prime mover business, through a holistic process of collecting, sharing, acting on data Engagement with a focus on the frame actions in a business context, then return measure. Furthermore, if it works, it works very well marked, with the hope of the implementation of Engagement to be fixed and to last long

9. ENGAGEMENT EMPLOYEES.

The impact of good employees in carving the success of a company, has long been understood, but for measure and encourage employee engagement is a new approach to organization.
One of them measures the relationship between organizational performance and employee engagement, focusing on a few and not on the lot, to foster employee engagement must involve all employees.

10. RE-CONNECTING ENGAGEMENT TO BUSINESS STRATEGY IN A POST RECESSION ECONOMY.

In the face of economic recession the company's ability to survive between them determined by the ability to implement business strategies accordingly. To make this strategy powerless to do the connection between engagement with business strategy. In doing this re-connection of a culture of engagement need to be designed to encourage the performance of the organization.

11. THE POWER OF GETTING IT RIGHT.

This study shows the importance of doing everything right. Starting from the analysis and the need for appropriate purposes. Proceed with a plan that is consistent with business objectives. To guarantee the implementation of this well-needed efforts to build employee engagement ownership.

12. BUILDING THE ENGAGEMENT CULTURE.

Building a culture of engagement is that it is important to ensure maximum contribution from employees and continuously. This should begin with the basic concepts that engagement should be positioned as a unique construct. In relation to cultures, two components of engagement need to be managed specifically. The second component is the feelings and behavior. Feeling a focus on spirit, enthusiastic attitude and understand the urgency of the organization. While the focus on persistence behavior, proactive and ability to develop adaptive ways to develop the role required by the organization.

13. REMOVING THE BLOCKERS TO ENGAGEMENT.

There are many organizations that try to implement measures to increase the engagement but failed to achieve the goals they expect. It required the identification of resistant attitudes of employees. Senior leader role here is very important to build awareness of employees. To ensure that the engagement affect the company's performance improvement is needed continuous improvement efforts to serve customers and remain innovative.

THE END

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