Roger hired a new marketing associate, Stan, but Roger was actually out of town the day Stan started. Stan did his best to introduce himself around, read up on the company website, and pretend to be busy. Stan was excited about the job but felt disappointed with day one.
The next day Roger returned but he had some catching up to do because he had been out of the office, so he handed Stan some old reports and told him to read through them.
This inattention in the first week is costly to engagement.
One way of thinking about employee engagement is, creating the conditions such that people will want to do their job and more. They will feel invested in the company. While learning and growing their own career, they will also make the success of the company a priority, a reference point.
This new hire is off to a bad start. The hiring for cultural and values fit, as well as skills and expertise is a good beginning point. Next is a welcoming orientation and first week.
Manager’s Recognition
Charlene noticed that a member of her group, Beth was not performing well in her area of customer service. It was the second role she had tried out, and everyone was frustrated. She had started to get sloppy with her work, and with attendance – a clear sign employee engagement was slipping. So Charlene met with Beth and asked her what she liked and didn’t like about the other two roles, and told her of a new opening. They agreed Beth would give it a try, with a firm clarification of expectations and required results.
Fast forward two years and Beth is a supervisor of a group of three. She loves her customer service role, which she finds satisfying. She is learning new supervisory skills. She is holding her staff accountable and creating a team spirit.
What happened? What did Charlene do to foster this kind of engagement? She noticed Beth’s engagement slipping, and addressed it. She recognized Beth’s change in commitment, and recognized her potential. She communicated inclusively in a way that invited Beth’s participation.
Roger on the other hand, could have made a stronger first impression by scheduling Stan’s start date when he could be there to welcome him. A strong welcome has long paying dividends. If he absolutely could not be there, then he could:
1) arrange for someone to personally meet and greet Stan, and to schedule meetings with two other people who could welcome and orient him, and
2) make Stan a priority upon his return.
Elements for Enhancing Employee Engagement
Employee engagement begins at the beginning, to ensure a good culture and values fit during the recruitment process. People work harder and stay longer at companies where they feel a comfortable fit. Having a compelling mission helps as well.
After that the next most important element is a strong welcome, in the form of orientation, introductions, clear expectations and conveying they have a place at the table. Here are some other tips to support engagement after a strong start:
- Recruitment is where it begins, by sharing values, letting candidates know what matters to the organization and inviting them to opt in. Trust and integrity should be represented.
- Orientation for new hires can make a huge difference. Even confident experienced professionals have to begin to figure out where they stand day one. Make it easy.
- Culture: In addition to values, the chances of engagement are higher where there is a cultural fit. Whether it’s hard driving and competitive, or caring and sharing, the culture is compatible.
- Charlene noticed Beth was not making it, and showed a personal interest. That builds loyalty.
- Inclusion: asking for opinions, being curious is huge. Employees who feel included in projects, strategy setting, product design, can feel their signature is on the result.
- When someone is recognized for something they do really well – in addition to skills and talents – it can make a lasting positive impression. Is this person the glue that holds the team together? The one who puts it back in gear when it stalls out? The one who has an innovative alternative? Identifying and recognizing these contributions that are beyond the resume, leave a lasting positive impression.
- Communication: people want to know what’s going on in the company so that they can see the difference their part makes.
Employee engagement is an invitation to belong, and to achieve. Studies have shown that it improves retention and profits, as well as innovation. Engagement sets the conditions in which employees feel a sense of ownership in the success of the whole, and pride in their contribution.