Employee Engagement: Dealing with Limited Resources and Operational Demands (Pt 2)
Establishing and maintaining a consistent employee retention strategy can take some time in planning and tweaking as the workforce evolves.
The challenge lies in keeping workers motivated and happy on a daily basis. It must be noted that different strategies work for different workforces (and personality types). Some organizations use incentives such as free lunches, massage sessions and recreational facilities.
There is a visible line between pampering your employees and engaging them. Incentives used to pamper employees can be forgotten as soon as they are achieved or enjoyed, they can also become devalued and expected and therefore do not necessarily serve as a means of engagement.
Furthermore, pampering employees can run up the company’s expenditure and not achieve the intended purpose. Small gestures such as a monthly staff lunch with a “town hall” approach where management (in a positive atmosphere) let the employees know what’s happening can have a much greater effect and devalue less rapidly than vouchers and the like.
While organizations seek to engage employees, the reality of the company’s capabilities must be taken into consideration. It is best to set a platform by identifying resources, strengths and weaknesses, as well as those things that matters most to the employees. That knowledge will form a strong base from which HR/Payroll can do informative planning and take actions that will positively influence the company’s bottom-line.
According to an article in the Ivy Business Journal, “Employee engagement has three related components: a cognitive, an emotional, and a behavioral aspect.” Therefore any retention program implemented should appeal to these attributes so as to evoke the desired behaviors towards the organization.
Remember, the aim of enhancing employee engagement is to reduce the number of employees who are physically present, but have mentally checked out while on the job. The solutions can be as simple as making it easier for employees to:
- Check pay slips
- Change their personal details
- Enter time sheets
- Access a staff newsletter
- Receive a periodic “surprise” pampering eg Staff lunch.
- Get updated on company news via periodic “town halls”
- Voice their thoughts via an anonymous suggestion box
In reality, a disengaged workforce costs organizations money. It could be via a drop in productivity or quality … or not reaching its potential. It should also be noted that a disengaged workforce can also have undesirable effects on workplace health and safety.
Utilizing standard payroll or HR reporting departments can deduce the state of the workforce as “was”. With the soon to be released Preceda Analytics module, managers can now forecast and act proactively.
The solution can be simple, but how many organizations have the resources to conceive, plan, implement and maintain such a program? Employee satisfaction and retention programs require consistency and buy-in at all levels of the organization. In effect we are discussing a change management project; the Desire and Reinforcement portions of ADKAR (Awareness Desire Knowledge Ability Reinforcement).
One of the options, in freeing up Payroll and HR’s ability to act proactively, is to not only outsource administrative tasks but also to provide a suite of standard industry based reporting, analytics, and drill down dashboarding with the ability to customize as required.
The question an organization needs to ask is this … do they want to succeed? Would they rather an harmonious environment which is mutually beneficial to both the employee, the employer and ultimately the customer?
Assuming the organization does want to succeed, wouldn’t it make sense to gain advice and work with a partner (such as NGA Human Resources) who has not only the proven local and global experience required, but also the product and service options that gives the you flexibility to choose the best option(s) based on your organziations own personal objectives?