Blog

Today more than ever, organizations rely on the energy, commitment and engagement of their workforce in order to survive and thrive in the twenty-first century. Only 15% of employees worldwide are engaged in their jobs – meaning that they are emotionally invested in committing their time, talent and energy in adding value to their team and advancing the organization’s initiatives.

Along with Covid impacting and changing forever our corporate world and many of its long-term policies, and work from home becoming the new normal, employee disengagement costs the United States upwards of $550 billion a year in lost productivity. So, one could see why this is both a serious problem that most leaders and managers face with today’s workforce and also an amazing opportunity for companies that learn to master the art of engagement.

Oftentimes, when you try to implement some of the mentioned elements, you may run into challenges. To resolve this very issue, I wrote my book “The Breakthrough Accelerator - Resolve your Biggest Challenge in 4 weeks”- Receive a Free download of this book by Clicking this Link

It is a common understanding of a vast majority of leaders that the employees are a company’s most important asset. But in reality, that is only true when the majority of the workforce is fully engaged in their work. If not, they are either adding minimal value or actively working against the organization.

The current business environment, and the world in general, is moving faster than it ever has before. 

Organizations across the globe are faced with more change than most can handle — in order to compete and dominate their segment they are required to grow faster often giving them less time to focus on managing all of their financial goals. They are forced to grow quickly with fewer resource – to do more with less. Leaders have to learn to excel in managing themselves, their teams and meeting organizational goals simultaneously.

The Leader’s Role in Engagement

Leaders improve engagement by defining and communicating a powerful vision for the organization. They hire and develop managers that are emotionally invested in the organization’s mission and vision and give them the resources to build great teams with the right people in the right roles. They empower.

Decisive steps to take for improving employee engagement & hone strategic action-takers in one’s organization: 

Put everyone in the right role – Get the right people on the bus and make sure they are in the right roles. All talent acquisition and retention strategies have to be aligned with meeting company goals

Give Them the Training – No manager or leader can expect to build a culture of trust and accountability —and much less improve engagement — without setting the team up for success. Proper training removes future obstacles

Task Meaningful Work – Engaged employees are doing meaningful work and have a clear understanding of how they contribute to the company’s mission, purpose and strategic objectives. If you don’t sort those details out quickly, they will leave. Again, this is why they first have to be placed in the right role.

Check in Often – The days of simply relying on mid-year reviews for providing feedback are long gone. Today’s workforce craves regular feedback — which of course leads to faster course correction and reduces waste

Again, these principles are not complex, but must be prioritized. Companies that get this right will drive greater financial returns, surpass their competitors and easily climb to the top of “the best places to work” lists