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:
- 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.
- 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.
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