Employee engagement is one of the most searched phrases in the world of business. Based on the SEO data, organizations are actively looking for ways to increase their employee engagement. But what does employee engagement even mean?
In an article written by Kevin Kruse, for Forbes, Kruse specifically differentiates employee engagement from employee happiness and/or employee satisfaction. Being happy or enjoying your job are not the same thing as being engaged in your workplace, Kruse argues. He defines employee engagement as “the emotional commitment the employee has to the organization and its goals.”
In essence, employee engagement is the degree to which employees take on the goals and well-being of their organization as their own – how committed they are to their organization and how much they personally identify with their work, co-workers, and place of work. An engaged employee is not counting minutes or hours, they are fully committed to the success of the organization and the people within it, and will do what is necessary to get the work done and the goals met.
Sounds magical, doesn’t it? How do we get these mythical unicorn employees? Perhaps a better question is, “What makes an organization worthy of employee’s emotional investment and committed engagement?”
Instead of focusing on finding the unicorns, perhaps the wiser course of action is to think about what an organization must embody in order to fosters loyalty and enthusiasm.
If you already have an employee engagement strategy or program but are not seeing the type of commitment you would like to see…..what is going wrong?
5 Reasons Employee Engagement Fails
1 – Unclear and/or Misaligned Mission & Values
An organization is not going to have very much luck asking for employee commitment and engagement if they cannot clearly articulate their mission and values – the “what” and “why” to which employees are being asked to engage.
Employee engagement is, at its core, an emotional ask. It is an emotional investment. It is about the employee and the organization having overlapping values, which means that if you want great employee engagement – you need to hire people who have aligned values with your organization.
Perhaps easier said than done? Values overlap requires that your organization is able to articulate its values clearly – to its employees, customers, and the outside world. Otherwise, how will either of you know if there is alignment?
When I say articulate, I don’t mean, “Can you regurgitate your mission statement?” I mean, can you articulate your values in conversation and action? Those are the things that build relationships and communities, and relationships and communities are the necessary precursors to engagement and commitment. This leads us to point #2.
2 – Incohesive Culture
A brilliant marketing professional that I know espouses a fantastic concept that he calls “branding w/ a big B.” Branding with a little b (branding) refers to the nuts and bolts of a brand – the logo, fonts, brand voice, website, etc. Branding with a big B (Branding) is anything and everything that demonstrates and reinforces the brand, values, voice, and energy of an organization.
I would propose that the same concept is true for culture. Culture with a little c vs. Culture with a big C.
It is one thing to have a written mission statement, written core values, written policy (a.k.a. culture with a little c). It is entirely another to consistently live those cultural values through everyday action (Culture with a big C).
The first step is to clarify cultural values, but the key is the never ending work of aligning those values in every single interaction, relationship, process, decision, etc.
I would argue that in the realm of employee engagement this is the most important work of the organization. Consistent demonstration of mission and values is essential for trust, and trust is essential for any healthy relational commitment, including employee engagement.
If your organization demonstrates its culture in an incohesive and inconsistent manner, the employees will consciously and subconsciously feel uncomfortable, wary, and anxious, and uncomfortable, wary, and anxious employees are not healthily engaged employees.
3 – All Work and No Play
A person’s relationship with their organization is directly tied to their relationships with the people within those organizations.
“Research has shown that having a good relationship with co-workers is an integral aspect of employee engagement. By measuring the level of camaraderie that exists in a company, we can determine how much of an impact this has on overall employee satisfaction. Some surveys ask employees if they have a good friend at work, and research has shown that this single question is an important indicator of employee engagement.” – Casey Mulqueen, Ph.D.
Edgar H. Shein & Peter A. Schein, authors of Humble Leadership, propose that worker satisfaction and engagement increase dramatically when employees can develop “Level 2” relationships in the workplace. A Level 2 relationship is defined as “a relationship that acknowledges the whole person.” In a Level 2 relationship, co-workers are seen as whole people rather than just the roles/jobs that they occupy at work.
Shein & Shein are deliberate in pointing out that a Level 2 relationship does not necessarily mean friendship. In fact, it doesn’t even necessitate that you “like” or enjoy a person. What it means is that you have humanized the person through an understanding of them that goes beyond the tasks that they execute in the workplace.
How do Level 2 relationships happen? Through thoughtful engagement, shared learning experiences, and deliberate investment.
4 – Wrong Butts in Wrong Seats*
Above, we noted that employee engagement is not the same as employee satisfaction. While this is true, it cannot be denied that the two are closely related and intertwined. Employee satisfaction and happiness depend on many factors, but one of the most important is tied to feelings of success and failure.
It is very hard, if not impossible, for a person to feel satisfaction and happiness if they do not feel successful.
One of the most important jobs of an organization’s leadership is to create infrastructures of learning and success for the people in their care, and the single most important piece of that complicated puzzle is making sure that the right people are in the right roles – the right butts are in the right seats.
Engagement requires that people feel aligned, useful, supported, and hopeful. This does not mean that there is no place for failure or that people have to succeed all the time. Failure and setbacks are critical for learning and growth. But what it does mean is that motivation, engagement, & commitment require forward movement & hope. People have to feel like they “can” to try consistently, and we need people to try consistently to be engaged consistently.
*borrowed respectfully from Jim Collin’s book Good to Great.
5 – Lack of Accountability & Support
Why don’t good ideas get executed? It happens all the time. Why?
- Lack of clear strategy & directive
- Lack of accountability
If no one is accountable, nothing will get done….or it will at least take a very, very long time.
A Common Story: Your organization’s leadership is passionate, committed, and dedicated. They have strategized an organization with great bones, excellent products, and defined mission, vision, and values…..yet, except for the holiday party, the employee engagement seems…..tepid or, at the very least, inconsistent.
Question(s): Who is in charge of said engagement? What people, team, person? How are they developing their strategy? How are they measuring success? How are the objectives integrated into daily, weekly, monthly, and annual goals? Who is accountable?
Note: Accountability is not synonymous with “doing all the work.” It doesn’t mean that those held accountable must execute every task. It means that they are responsible for planning, delegating, tracking, and reporting on an objective – keeping the objective in view and bringing attention back to it when it falls off the list.
Investment: In any workplace, the day-to-day of “the work” can overwhelm the most well-meaning of leadership. Deadlines, bottom lines, and operations can easily fill every moment of every day. To ensure values integration, cultural progress, and systemic cohesion, deliberate attention, time, support, and resources (time and money) must be committed to the task. It must be made a priority.
The Golden Rule of Employee Engagement: If an organization wants engaged committed employees, said organization must engage and commit to their employees. It is that simple.
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