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Help Managers Inform, Interact, and Involve on the Way to Team Engagement

Reclaim ownership of employee engagement for your team.

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McLean & Company interviewed team managers and HR leaders with experience in managing employee engagement initiatives.

The following people contributed to the research for this solution set:

  • Rose McFarlane, General Manager of Human Resources, DairyNZ
  • Debbi McRann, Director, Clinical Research, The Living Legacy Foundation
  • Tammy Osborne, Human Resources Manager, Safran Electronics
  • Darryl Rabon, Vice President of Human Resources (Americas), SAF-HOLLAND, Inc.
  • Noelle Sargeant, Senior Vice-President Human Resources, IFDS Canada
  • Warren Scott, Production Manager, Safran Electronics
  • Stacey Smith, The Living Legacy Foundation
    • Employee engagement impacts a company’s bottom line as well as the quality of work life for employees.
    • Employee engagement surveys often fail to provide the value you are hoping for because they are treated like an annual project that quickly loses steam.
    • The responsibility for fixing the issues identified falls to HR, and ultimately HR has very little control over an employee’s concerns with their day-to-day role.

    Our Advice

    Critical Insight

    • HR and the executive team have been exclusively responsible for engagement for too long. Since managers have the greatest impact on employees, they should also be primarily responsible for employee engagement.
    • In most organizations, managers underestimate the impact they can have on employee engagement, and assume that the broader organization will take more meaningful action.
    • Improving employee engagement may be as simple as improving the frequency and quality of the “3Is”: informing employees about the why behind decisions, interacting with them on a personal level, and involving them in decisions that affect them.

    Impact and Result

    • Managers have the greatest impact on employee engagement as they are in a unique situation to better understand what makes employees tick.
    • If employees have a good relationship with their manager, they are much more likely to be engaged at work which ultimately leads to increases in revenue, profit, and shareholder return.

    Research & Tools

    1. Get more involved in analyzing and improving team engagement

    Improve employee engagement and ultimately the organization’s bottom line.

    2. Gather feedback from employees

    Have a productive engagement feedback discussion with teams.

    3. Engage teams to improve engagement

    Facilitate effective team engagement action planning.

    4. Gain insight into what engages and disengages employees

    Solicit employee pain points that could potentially hinder their engagement.

    5. Get to know new hires on a more personal level

    Develop a stronger relationship with employees to drive engagement.

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