Employee engagement continues to be a topic of great interest for HR professionals and organisations. In fact, the UK Working Lives survey carried out by the Chartered Institute of Personnel and Development (CIPD) at the beginning of 2018 revealed that “just half of workers feel enthusiastic about their jobs or are willing to work harder than necessary to help their employer or clients”.
The survey also described the seven dimensions that make up the Job Quality Index with Health and Wellbeing being the most important dimension. This highlights the importance of employee engagement and its relationship to well-being should be a critical consideration for every Business Leader.
At the management level, how do you get your employees to engage with the business?
Here comes the festive season yet again with the routine end of year parties and office celebrations. Under those wonderful celebrations lie the murky waters of potential litigations and reputational damage that may result from reckless incidents.
Whether the Christmas party takes place outside of working hours and/or off company premises, the normal laws that protect employees and their rights still apply under the Safety at work Act. If an employee is injured or abused in any way, the company may well be legally liable.
Furthermore, employee relations issues can arise when an office party is planned insensitively; when this follows a period of cost-cutting and redundancies or when no consideration was given to staff from a different faith.
A few tips to consider:
There’s a lot of talk about the importance of businesses having a People Strategy yet, like anything in the world of business, it requires some investment in time and effort to produce one. It is worth that investment?
It’s a competitive world out there and with a robust People Strategy within your Business you can see improvements in productivity, employee engagement and reduced costs, thereby increasing profitability.
A people strategy created to complement business objectives, integrating company culture and values, has been shown to help reduce staff turnover and ensure that your workforce is fully committed to achieve your overall business objectives. Considering that a huge part of business income is spent on employees the ROI on that spend is crucial. For example, in the care sector, nearly 60% of income is spent on employees whilst around 15-30% is the norm. With those sort of numbers in play, isn’t it worth some time looking at how you work with your people?
Middle managers are the first line managers in an organisation. They manage a team to drive results yet have very little or no impact on company strategy and objectives. They are expected to achieve results and motivate their teams by senior management, expected by their team to support and develop them whilst also delivering on people related aspects of the job and any reporting that is required by the business.
Senior management will typically expect from middle managers that they deliver the objectives determined by the organisation even if these aren’t realistic. They’re expected to get on with the difficulties that may arise with their team whether it is interpersonal conflict or staffing problems without letting it impact on the plan and expected output. They are also typically expected to find ways to motivate their team members and retain them even in contexts where they themselves have no impact on company direction or the changes that are impacting their team such as budgets or companywide technology and processes for example.