The 10 Cs of Employee Engagement
Is There an Employee Engagement Crisis?
Our most recent employee norms study for the U.S. shows that only about half of all employees are actively engaged in, and committed to, their jobs. These are the employees we call "Committed Loyalists" since they feel a deep connection to their work and approach their jobs with passion and pride. They are also actively engaged in helping their organizations grow and to be the best that they can be.
But what about the others? Most of them are not engaged in their jobs and have either "checked out" -- these are what we call "Dissatisfied Compromisers" -- or are actively planning their departures -- this is the group we call "Change Seekers." Together, these two groups represent more than four out of every 10 employees in the U.S.! These findings highlight an important opportunity for improvement throughout America.
Why Does Employee Engagement Matter?
The question organizations need to ask is whether there is a relationship between employee engagement and organizational performance. Substantial independent research shows a strong correlation between productivity and an engaged workforce. On top of that, our employee survey findings reveal that engaged employees believe they can make a difference in the organizations they work for. In addition, they feel they can positively impact the level of customer service provided and to reduce operating costs in their jobs.
In other words, the organizations that do a better job of engaging their employees also outperform their competition and there is compelling evidence from financial market research to prove this.
The 10 Cs of Employee Engagement
There is sufficient data to make a compelling case for senior management of all organizations to make employee engagement one of their top priorities. We recommend organizations should try to identify the current level of engagement at their organization, find the reasons behind the lack of full engagement, strive to eliminate those reasons and implement strategies to achieve full engagement. It is also imperative that these initiatives should be ongoing to preserve engagement once it is attained. Employee engagement can not only be difficult to achieve but can also be easily lost with a lack of attention and ongoing follow-up.
- Connect: Employee engagement is often a direct reflection of how employees feel about their immediate supervisor and senior management. Employees can easily tell if their organizations and their leaders are sincere when they say 'our employees are our greatest asset.'
- Career: Organizations should provide meaningful work with opportunities for either career advancement or, at the very least, career enhancement. Employees need to acquire the knowledge and tools to do their work successfully and to see that they have a future within the organization. If they don't, they will feel stressed and frustrated and this will ultimately lead to a lack of engagement.
- Clarity: All organizations need to have a clear vision of their goals, objectives, values and principles, including why these are important and how they will be attained. Just stating them, though, is not enough -- they must be effectively communicated to the entire workforce. Employees who do not know what their organization stands for cannot work together to achieve common goals.
- Convey: Positive and constructive feedback on a regular basis is essential in the pursuit of greatness. Good leaders know that they need to improve the skills of their people to help the organization perform at its best.
- Congratulate: Our 4Cs surveys often show that employees get immediate feedback when they make mistakes or perform below expectations while giving praise and recognition is much less common. Exceptional leaders give recognition frequently, in a genuine spirit and at the time it is deserved.
- Contribute: Most employees want to work hard, to make a difference and to see that their input matters. Good leaders clearly demonstrate and acknowledge how others are contributing to the organization's success, whether at a corporate or at an individual level.
- Control: Leaders can and should create opportunities for employees to exercise control over the flow and pace of their jobs. Employees who have a say in setting goals and decision-making processes feel less stress and enjoy working in a healthy culture where everyone is accountable for their actions and willing to take ownership of problems and solutions.
- Collaborate: Teamwork is most powerful when there is a strong sense of trust among team members -- these teams will achieve a greater sense of cooperation that allows them to out-perform teams that lack good inter-personal relationships.
- Credibility: Organizations that strive to demonstrate high ethical standards and maintain their reputations give their employees reasons to be proud of their jobs, their performance and their organization. Conversely, leaders who behave unethically, such as "playing favorites," erode trust and risk embarrassing employees to the extent they may be ashamed of their affiliation with their organization.
- Confidence: Good leaders help create confidence in an organization and its future by openly sharing information with employees, listening and responding to their suggestions and concerns, giving them strong direction and establishing the priorities of the organization. In turn, employees are clear on where to focus their efforts and energy.
For more information or to learn more about Insightlink's 4Cs Survey Methodology for measuring and tracking employee engagement, please call us at 866-802-8095 ext. 705 or email firstname.lastname@example.org today.