When engagement is a key component of a company’s approach to success, it can deliver high value to business and people-related objectives—from financial performance—to greater employee happiness, productivity, retention, and more. Understanding what drives employee engagement—and how to measure it effectively—helps organizations identify and meet their employees’ needs at work.
Read on to learn about the benefits of employee engagement, what drives engagement, and how leaders can measure and improve employee engagement across the enterprise.
Culture doesn't eat strategy for breakfast!
Culture suffocates under the weight of strategy that cares more about the bottom line than it does about its people.
How a business does strategy is a truer representation of what a culture really is than aspirational sound bites hung on walls or spun out in talent development conversations.
It's why leadership programs over time don't live up to the hype. Affirmations, no matter how heartfelt, do not create the required cultural change if they are not embedded in the way strategy is created, languaged and executed.
Corporate innovation is an important feature in large organizations. I wouldn’t suggest it to be a corporate function or division or department as it will create another layer or compartment, becoming bureaucratic and adding extra cost to the company.
I think corporate innovation should be an embedded strategic program cut across divisions.
This will be the fifth and final article that I am going to write on the subject of resilience. The first three articles attempt to understand the problem from a mental and physical perspective. The fourth article talks about the value of goals, purpose and presence in giving us focus. A focus is essential in helping us to endure life’s challenges and ups and downs.
I am seeing numerous examples whereby organizations are haemorrhaging money due to the fact that employee engagement has been limited to the job on which the person is employed and the department in which they work; but having little, if any, knowledge of the Value Chain (working back from the Customer) or of the inter-departmental interactions that support it. Here are two examples:
The Business Transformation Network recently hosted an event on ‘Strategic Talent Acquisition in the Digital Age: An HRD's Perspective’ in partnership with VONQ. VONQ offers smart recruitment marketing solutions to help recruiters target the right talent.
The conversation was varied, touching on a wide variety of points around the following questions:
What is strategic Talent Acquisition in a digital age and how is it different?
‘Don't sweat the small stuff’ is an American informal phrase people use in order to tell someone not to worry about little things. The counter-proverb is ‘do sweat the small stuff’; which approach is right for you in your enterprise?
You start with end in mind and work backwards to establish the steps that you need to complete that will take you from A to B. It’s something that most of us will have done at some point in our lives. If you want to move house, refit a bathroom or board a plane, you have to work out what you need to do and then the steps required to do it. This is a great example of tactical planning and we do it every day.
But do we apply the same process to our strategic goals?