Employee Engagement
Index
1. Executive Summary
2. Introduction
3. Methodology
4. What is Employee engagement?
5. Why is Employee engagement important?
6. Enablers, barriers and recommendations
7. Conclusion
8. Bibliography
1. Executive Summary
Employee engagement describes the involvement of people at all levels in positive two-way dialogue and action to increase productivity and to create a great place to work – where people find their work meaningful and are willing to work together towards the future success of Gaynor Boxes.
A wide variety of research evidence supports the notion that staff who are engaged deliver higher productivity and organisational performance, increased operating and net profit, improved customer focus, lower levels of absenteeism and higher retention. An important driver of employee engagement is clarity of leadership vision and direction. While Gaynor has that vision, there is a challenge to engage all the members of the management team in this vision so that they in turn can lead the engagement of their staff. The strategy examines four themes as being the key enablers and barriers to employee engagement. Each of these themes is considered and recommendations are made which support the development of employee engagement.
The recommendations are summarised below:
Trust in leadership
Trust can be shattered instantly when executives appear to suddenly change directions or seem to break promises. Building trust is a slower process. Executives must build trust by developing a clear vision of the organizations ' future and communicating this to all employees. Work to secure the longer term leadership capability through inclusion of leadership as a core component of training (e.g. AMDP). An option could be to sponsor an award for best line manager as nominated by the departments. This could include categories that reflect some of the specific line management challenges for example best line manager for the development of potential,
1. Executive Summary
2. Introduction
3. Methodology
4. What is Employee engagement?
5. Why is Employee engagement important?
6. Enablers, barriers and recommendations
7. Conclusion
8. Bibliography
1. Executive Summary
Employee engagement describes the involvement of people at all levels in positive two-way dialogue and action to increase productivity and to create a great place to work – where people find their work meaningful and are willing to work together towards the future success of Gaynor Boxes.
A wide variety of research evidence supports the notion that staff who are engaged deliver higher productivity and organisational performance, increased operating and net profit, improved customer focus, lower levels of absenteeism and higher retention. An important driver of employee engagement is clarity of leadership vision and direction. While Gaynor has that vision, there is a challenge to engage all the members of the management team in this vision so that they in turn can lead the engagement of their staff. The strategy examines four themes as being the key enablers and barriers to employee engagement. Each of these themes is considered and recommendations are made which support the development of employee engagement.
The recommendations are summarised below:
Trust in leadership
Trust can be shattered instantly when executives appear to suddenly change directions or seem to break promises. Building trust is a slower process. Executives must build trust by developing a clear vision of the organizations ' future and communicating this to all employees. Work to secure the longer term leadership capability through inclusion of leadership as a core component of training (e.g. AMDP). An option could be to sponsor an award for best line manager as nominated by the departments. This could include categories that reflect some of the specific line management challenges for example best line manager for the development of potential,
Bibliography: 1. A global study of over 50,000 employees found that those employees who are most engaged perform 20% better and they are 87% less likely to leave (Corporate Leadership Council 2004). 5. Engaged employees take an average of 2.69 sick days per year while the disengaged average 6.19 (Gallup 2003).