Engaging Everyone
Engagement programs should involve and have an impact on the entire team and every aspect of the business.
Not Just a Contingency Plan
Contingent workers account for a growing percentage of the average company’s team. So engagement programs should take into account contingent as well as full-time employees.
Being More Social
Social networking sites, such as Facebook, LinkedIn and Twitter, are becoming more popular for touting employee contributions and bringing in new talent. Internal networking tools, including company intranets, also acknowledge performance and connect employees with peers, the study said.
Other Tech Tools
Companies vary in their use of technology, depending on their needs. Many use performance management systems, employee self-service portals and learning management systems.
Investing in Engagement
Organizations need to allocate resources properly. An investment in engagement should “dovetail the company’s growth strategy,” the report said.
Taking Ownership
Engagement programs can fail due to a lack of ownership.”Ideally, engagement should be driven by senior leaders, designed by HR and then implemented consistently by managers,” the report said.
Management Plays a Pivotal Role
Although top-level support is crucial, managers play a major role in engagement. “Unlike senior executives, managers need clear lines of communication with employees and need to execute this strategy consistently for every direct report,” according to the study.
Communication Is Key
Communication is not a one-way street. It should be “consistent, bi-directional and involve both internal and external parties,” according to the Aberdeen report. “Employers must be willing to accept honest feedback from these individuals.”
Opportunities for Growth
Engagement plans should include opportunities for employee development. Employees are “more likely to invest in a company that invests in them,” the Aberdeen report said.
Rewards Plus Recognition
Organizations need to understand the difference between “rewards” and “recognition,” and properly integrate the two. Rewards (or incentives for accomplishing goals) can help employees reach milestones, and recognition (or the regular acknowledgment of contributions and abilities) offers workers encouragement, the study said.