Why is this the case? Dr. Jim Harter, a specialist in the field of engagement, has tried to provide answers.
Why is involvement important?
A company having more engaged employees holds several advantages, says Harter. “From lower absenteeism and better development, to increased productivity and improved service delivery. It directly affects the output of an organisation. Companies that belong to the top 25 percent in terms of involvement have 22 percent higher profit when compared to companies who score in the lowest quartile.”
Change terminology
Many companies have the illusion that they are already successful in improving their engagement. According to Harter they have altered only the terminology used in many cases. An annual employee satisfaction survey has become an engagement survey, which have a lot of questions that have nothing to do with commitment. This results in the research showing a generally high engagement score. However, this score is highly exaggerated, and organisations wrongly get the feeling that their employee involvement is alright.
Improving engagement and involvement is a long process that starts at the top of the organisation. Employees need to know that directors and management are fully responsible and accountable for engagement. This means that it is embedded in the culture of the organisation.
The talents of the manager
Giving gifts (tertiary employment) is not a solution. Employees are happy to be there and recieve the fruits of their labour, but this will not improve the quality of their work, nbor the speed. A good manager that really pays attention to employees and takes account of their needs and wants is very important for improving engagement.
According to Harter managers must have the following five talents:
They are motivators;
They can challenge themselves and others to improve;
They are assertive, and accept their responsibilities;
They build relations, and can make quick decisions;
They solve complex problems and plan ahead.
According to Gallup, however, only a small percentage of the employees and managers have developed these talents. Even after following extensive training, only three in ten people gain these five properties.
If organisations really want to improve the engagement of their employees, they will have to select the right managers. These managers should also go through fire for their employees to make them really involved. They have to coach their employees, through support and appreciation. This is the basis of the five aforementioned talents, says Harter.
Conclusion
Organisations must not sit back and count themselves rich in terms of involvement. They have to really work. That starts with the supervisor, who must appoint excellent managers to reap the benefits of involvement.