Monday, March 8, 2010

Employee Engagement and Public Service Excellence

"Develop your employees for their career and for the future of the organization; have trust in them and make them trust you as well."

- Sunil Budhiraja quoted in The Employee Engagement Network

Most individuals want to do more than go through the motions. People aspire to do work that is meaningful. When they have the opportunity to be working with a leader who challenges, inspires, and appreciates them, they can perform far above their expectations.
Effective leaders inspire their employees to set ambitious professional goals, and help them find ways to best use their skills. They are able to create a positive and productive work atmosphere by setting high expectations, fostering positive work attitudes and ensuring that people feel appreciated and valued for their achievements.
Gallup research has shown that engaged employees are more productive, create stronger customer relationships, and stay within the organisation longer than less engaged employees. Furthermore, workplace engagement has been shown to be a powerful factor in catalyzing "outside-the-box" thinking to improve management and business processes, as well as customer service.
Whatever the reasons for joining today's Public Service, the work climate that new employees enter will either stimulate them — thereby cultivating the public sector leaders of tomorrow — or leave new recruits disenchanted and looking for opportunities elsewhere.Government leaders will either encourage and enhance learning and growth opportunities, or thwart them altogether. However, staying engaged involves a commitment on the part of both managers and employees.
If you're trying to determine how engaged are your employees and managers, ask yourself some of the following question:
  • Are there regular opportunities for employee involvement in policy/program development, change initiatives, and other decision-making processes?
  • Are there opportunities to be creative / innovative, to voice new ideas, and be listened to? Are their competency/skills development programs and opportunities?
  • Is the organization really concerned about employee continuous learning, health and well-being?
  • Are there regular and meaningful discussions on learning plans and career progression between managers and employees?
  • Is there trust, integrity, communication built into the work environment, and do managers "walk the talk"?
  • Are employees mentally stimulated and challenged in the work environment? Does it bring out the best in them?
  • Are they recognized and rewarded for their achievements/innovations?
  • Does teamwork foster cooperation and engagement?
If you were able to answer: "YES" to most of these questions, then the process is well underway to achieving the excellence that is being sought in both the public and private sectors.
Engagement plays a key role in employee retention, organizational effectiveness and workplace performance. Highest levels of engagement are observed when workers feel connected to their role in the organization, to their team/unit, to their manager, to the organization, and to the organization's goals and priorities.
Employee engagement is attainable – all it takes is organizational willingness and commitment.
Leaman Long, B.A., B.Ed.
Yaniv M. Benzimra, Ph.D.
Y2 Consulting Psychologists

1 comment :

Aron_ Seo said...

This article describes some of the common mistakes made by companies when measuring and managing employee engagement. It then outlines five steps for building a relevant, robust and value adding employee engagement measurement and management process. improving engagement in the workplace