Planning Employee Engagement, Essay Example

Employee engagement is an integral part of leadership within an organization because it improves work output and therefore profit. Ultimately, the number one way to ensure that employees are engaged in their work begins during the hiring process; instead of hiring an employee who simply wants a job, it is the duty of the human resources team to ensure that the person wants the job and would thoroughly enjoy both their tasks and the environment of the organization. Although employees don’t always feel like they’re a part of the team until they’ve become relatively settled into the company, it’s important to find ways to make them comfortable in their new work environment as soon as possible. Staff meetings should focus on fostering work relationships between co-workers so that they will be able to work together effectively and efficiently.

In order to ensure employee engagement, it is essential to focus on teamwork. Therefore, the company should implement projects where members of a team all work in the same room together, rather than individually at desks. Not only will this improve communication and allow the project to move ahead more quickly, the employees will appreciate the socialization that comes with group work. When employees work on projects alone, they generally become bored and dissatisfied; this method is a useful way of circumventing this issue.

Other engagement methods include stocking the break room with snacks as a reward for good performance, attempting to understand what the employees are thinking and how they feel about their work, having office holiday with employees and their families so employees will be more likely to connect, and workshops that will educate employees how to perform their jobs more efficiently. These training programs and social activities will decrease the employees’ stress and allow them to feel fully prepared for the job and allow them to become satisfied and rewarded when they do well. These methods are all idea because they have a minimal cost and will allow employee performance to peak.

References

Cappelli, P. (2008). Talent management for the twenty-first century. Harvard Business Review, 86(3), 74–81. Retrieved from http://ezp.waldenulibrary.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=30028318&site=ehost-live&scope=site

Lawler III, E. E., Pringle, A., Branham, F. L., Cornelius, J., Martin, J. (2008). Why are we losing all our good people? Harvard Business Review, 86(6), 41–5 1. Retrieved from http://ezp.waldenulibrary.org/login?url=http://search.ebscohost.com/login.aspx?direct=tr ue&db=bth&AN=32107911&site=ehost-live&scope=site

Nonaka, I. (2007). The knowledge-creating company. Harvard Business Review, 85(7/8), 162- 171. Retrieved from http://ezp.waldenulibrary.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=25358848&site=ehost-live&scope=site

Norton, W. I., & Sussman, L. (2009). Team charters: Theoretical foundations and practical implications for quality and performance. The Quality Management Journal, 16(1), 7–1 7. Retrieved from: http://ezp.waldenulibrary.org/login?url=http://proquest.umi.com.ezp.waldenulibrary.org/pqdweb?did=1631368241&sid=1&Fmt=4&clientId=70192&RQT=309&VName=PQD