Engaged employees are more productive. They are more likely to embrace change and contribute to its success. They will also be your organisation’s most effective advocates.
The power of employee engagement is well understood and widely accepted. The drivers of employee engagement less so.
Of course, the drivers vary by organisational type and from market to market, between drivers for recruitment and retention, but the broad principles are the same. They are reflected in all the proprietary models of employee engagement and measurement used in many large companies we have worked with and increasingly replacing outdated employee satisfaction surveys in all sorts of organisations.
Our performance assessment will analyse how this data can be used to measure the outcomes of your improvement activity or its potential for shaping the effectiveness of any future plans. If the data doesn’t exist we can help you and your colleagues evolve their processes to create it.
Passive engagement measures what your people currently feel about your organisation and how that could be influenced by future plans. Active engagement harnesses their motivation to collaborate in improving performance for themselves, customers, potential customers, your organisation and, ultimately, investors. Any wider social impact, direct or indirect, reinforces employee commitment and engagement.
That collaboration may extend to building your organisational capabilities and capacity for change. We have experience of designing learning and development programmes to accelerate that.
We are also able to create talent management programmes to stretch learning and development in unfamiliar environments inside and outside your organisation. That benefits your people, your organisation and the partners – perhaps clients, suppliers or local community organisations – you may work with to deliver it.