The Evolution of an Employee

Employee Engagement 101

I’ll kick off this post with a look at what employee engagement really means. It is a term that is used so commonly these days (much like “sustainability”) that the true meaning is actually different than most think. To start, it is NOT the same as employee satisfaction or happiness. These terms suggest someone who could be an asset to the organization and gets along day to day, but is not necessarily committed to the future of the organization. Nor is it just asking employees to take a survey that measures their level of commitment to the company and further assess areas for improvement. Here are a few definitions of what employee engagement IS:

-       Employee engagement is the emotional commitment the employee has to the organization and its goals. When employees care—when they are engaged—they use discretionary effort.⁽¹⁾

-       Engaged employees are those who are involved in, enthusiastic about, and committed to their work and who contribute to their organization in a positive manner. Engaged employees are the ones who are most likely to drive innovation, growth, and revenue that their companies desperately need.⁽²⁾

-       Engagement is when employees get to utilize their skills, strengths, and innate creativity, and to contribute to something meaningful. Then it follows that they will put forth careful effort, demonstrate motivation, and perform at an above-average level. Thus leading to what we all want as business leaders: improved business results.⁽³⁾

           

While the interpretation of employee engagement varies somewhat between sources, it seems the common thread among definitions is the long-term, human-centered focus that results in an organization’s success. I’ve noticed that each definition above, however, is still focused on the organization’s success. Makes sense, right? An organization compensates you for your good work, no matter how it is achieved, and that improves business. Whether your good work is the result of true dedication or ulterior motives, most businesses are not too interested in how the results were achieved, just that they WERE in fact achieved.

Interestingly, the employee side of the equation didn’t start to take shape until the 1970’s when employee satisfaction became the focus of the HR department. This was not satisfaction based on performance, but more of a “do what it takes to keep the employee happy” mentality. Entering the 1990’s, satisfaction morphed into employee commitment most likely due to the benefits being offered and job stability. However, as global competition increased, companies and employees became more fluid. Manufacturing jobs became less and less common while the service sector drastically grew. As the work force improved their skill set with more short-term jobs, employers realized they were losing valuable labor and spending more money replacing employees. This eventually led to the idea of engagement.⁽⁴⁾

           

In 1990, the Institute of Employment Studies (IES) published a paper titled “From People to Profits, the HR link to the Service-Profit Chain” which linked employee attitudes and behavior to higher customer retention rates and sales performance. As time went on you can see how the employee from the company’s perspective changed from a replaceable worker to an invaluable asset.

http://www.hrzone.com/sites/default/files/gptw-graph3.png

W.L. Gore - A Leader in Employee Engagement 

One of the companies that are leading the way in employee engagement is W.L. Gore & Associates. In my MBA program, we have discussed this company multiple times for good reason. Not only have they been voted in the “FORTUNE 100 Best Companies to Work For®” list for 17 consecutive years, they also are recognized for their incredible employee engagement.⁽⁵⁾ Some of their practices and results of those practices⁽⁶⁾ include:

-       pay is based on colleagues’ rating of each other

-       a non-hierarchical environment, all employees are associates (yes, no titles!)

-       flexible hours to promote work/life balance

-       >50% of the staff have worked over 10 years at Gore

-       75% of the staff say they have their dream job

It seems much of W.L. Gore’s success is based on autonomy of each employee and trust. Even more fascinating is the value they put on “followership”. When new employees start at Gore they are expected to come up with many original ideas, but also to learn to follow those who inspire them. This is how the company identifies leaders. I found this pretty counterintuitive because so much of the time a leader wants to spread their ideas and take charge, but knowing how to empower your “followers” and yield to other’s thoughts is proven to make the team or organization more effective.⁽⁷⁾

            

To close, I’d like to share “The Twelve Dimensions that Describe Great Workgroups “ by Gallup Management Journal.⁽⁸⁾ I found this to be very edifying in my pursuit to be a supportive, personable and inspirational supervisor at my workplace, Costco Wholesale. I have experienced all of these both when being managed and when supervising my own employees and whole-heartedly agree with them. I hope you find them equally helpful to encourage engagement where you work and on your own journey.

1: Knowing What's Expected 

Expectations are the milestones we use to measure our progress and, within the workplace, those milestones mark the pathways that guide us toward achievement. If expectations are not clear, we are hesitant, indecisive, and unsure of ourselves. 

2: Materials and Equipment 

In providing the necessary workplace tools, we face the challenge of maximizing potential by appropriately matching individuals, each of whom has a wide range of skills and knowledge, with the right tools. 

3: Doing What I Do Best 

Full human potential is realized only when people are in a position to use their greatest talents. Great performance is found when people are in roles that match what they naturally do best. Matching the right person with the right job is probably the most significant challenge organizations and managers face today. 

4: Recognition or Praise 

Praise and recognition are essential building blocks of a great workplace. We all possess the need to be recognized as individuals and to feel a sense of accomplishment. 

5: My Supervisor Cares About Me 

Employees don't leave companies; they leave managers and supervisors. The impact that a supervisor has in today's workplace can be either very valuable or very costly to the organization and the people who work there. Employees want quality relationships with someone who can guide them. 

6: Someone Encourages My Development 

The innate yearning to learn and grow is natural to human beings. Our jobs allow us to encounter new situations and find new ways to overcome challenges every day. Every employee wants to learn and grow. 

7: My Opinions Seem to Count 

All employees want to feel that they are making significant contributions to their

workplaces. The ways organizations hear and process employees' ideas will shape, to a large degree, whether or not they feel valued for their contributions. Employees need to feel valued and know that they really make a difference in their companies and organizations 

8: My Company's Mission or Purpose 

Employees want to know they are making a difference, contributing to an important

endeavor. The best workplaces give their employees a sense of purpose, help them feel they belong, and enable them to make a difference. A clear understanding of how one's particular job contributes to the company's "reason for being" can be a powerful form of emotional compensation 

9: Doing Quality Work 

Helping all team members identify the characteristics that will result in a quality product can lead to greater efficiency and increased productivity. Trusting that one's coworkers share a commitment to quality is a key to great team performance 

10: I Have a Best Friend at Work 

Human beings are social animals, and work is a social institution. The evolution of quality relationships is very normal and an important part of a healthy workplace. In the best workplaces, employers recognize that people want to forge quality relationships with their coworkers, and that company allegiance can be built from such relationships. The development of trusting relationships is a significant emotional compensation for employees in today's marketplace 

11: Talk to Me About My Progress 

The best managers recognize that a performance review provides time to discuss the progress and growth of an employee. It can help employees understand themselves better and give them a clear perspective on how their contributions really make a difference to the organization. Quality, individualized feedback is very valuable. 

12: Opportunities to Learn and Grow 

The need to learn and grow is a natural instinct for human beings. We can learn and grow by finding more efficient ways to do our jobs. Where there is growth, there is innovation, and this is a breeding ground for more positive and refreshing perspectives toward ourselves and others. Productivity does not come from working harder, it comes from working "smarter." Work environments that promote learning and growth on the job are attractive to employees.

Sources:

⁽¹⁾ Kevin Kruse, “What Is Employee Engagement,” Forbes, http://www.forbes.com/

sites/kevinkruse/2012/06/22/employee-engagement-what-and-why/

⁽²⁾ “State of the Global Workforce Report 2013,” Gallup, http://www.gallup.com/

strategicconsulting/164735/state-global-workplace.aspx

⁽³⁾ Andrea Chilcote, “Employee Engagement in the Face of Change,” EzineArticles, http://ezinearticles.com/?Employee-Engagement-in-the-Face-of-Change&id=1102094

⁽⁴⁾ Tom Byrne, “History of employee engagement - from satisfaction to sustainability,” HRZone, http://www.hrzone.com/feature/people/history-employee-engagement-satisfaction-sustainability/141048

⁽⁵⁾ “W. L. Gore & Associates Named a Top U.S. Workplace in 2014,” Gore Website, http://www.gore.com/en_xx/news/FORTUNE-2014.html

⁽⁶⁾ Steve Macaulay & Sarah Cook, “Employee Engagement to Commitment,“ The Stairway Consultancy, http://www.thestairway.co.uk/Articles/employee-engagement-to-commitment.html

⁽⁷⁾ Tina Nelson, “Company Profile – WL Gore,” Director Magazine, http://www.director.co.uk/magazine/2010/2_Feb/WLGore_63_06.html

⁽⁸⁾ “What is a Great Workplace? The Twelve Dimensions that Describe Great

Workgroups,” Gallup Management Journal, http://thepeoplegroup.com/wp-content/uploads/2008/04/article-gallup