Engaged

Unleashing Your Organization's Potential Through Employee Engagement

Linda Holbeche, Geoffrey Matthews

• Publisher: Jossey-Bass
• Year: 2012
• Print ISBN:
  9781119953531
• Edition: 1
• eBook ISBN:
  9781118338209
• Topic: Business
• Subtopic: Business General
• Index: Business

A non-biased, grounded, and practical approach to employee engagement

For managers and business leaders who want to enhance performance, this easy-to-use guide to employee management offers real solutions for getting workers engaged and increasing productivity. It explains what employee engagement is, why it matters, what the benefits of it are, what helps and hinders it, how to measure it, how to put theory into action when trying to create it. As an added benefit, it offers plenty of advice on how managers can keep themselves engaged, even during the toughest of times.

CHAPTER 1

WHAT IS ENGAGEMENT – AND WHY DOES IT MATTER?

Introduction

To say that we’re living in uncertain times is to understate the case. Who could have foreseen some of the dramatic political upheavals and global events that have taken place since the Millennium? Or the discrediting of some of our most visible business leaders and the dramatic closure of several major corporations? Or that social media, designed to connect dispersed populations, would become a tool for mobilizing social protest to unseat governments and topple autocratic leaders? Who would have thought that the credit-fuelled economic model of globalization would implode, revealing the shakiness of supposedly ‘rock-solid’ banks?

Many of yesterday’s ‘certainties’, ‘facts’ and ‘truths’ risk looking more like hypotheses or wishful thinking in the light of current developments. Even if the turbulence following the recent financial crisis eventually comes to be seen as a temporary aberration, there is no doubting that the trend towards faster and faster change will be ongoing. Back in the 1990s, Richard D’Aveni coined the phrase ‘hyper-competition’ to describe the competitive dynamics of the business world (D’Aveni, 1994). He argued that all competitive advantage is temporary and is based on continuous creative destruction, improvement and out-manoeuvring competitors. Today, D’Aveni’s prediction is a reality; barriers to entry have collapsed in many sectors as a more connected world allows competitors to spring up from nowhere. It is not surprising, therefore, that for organizations in every sector, speed, innovation and agility are becoming the key capabilities for survival and sustainable performance.

Another aspect of this new era is the way companies create value. Since the late 1970s, when much mass production manufacturing progressively moved from the West to developing economies in Asia, companies in western economies have increasingly competed on the basis of mass customization, using the potential of high technology and intelligent systems to obtain and use detailed knowledge of the customer – his or her likely wants and preferences – to gain competitive advantage on the basis of their customer insight, service and innovation. However, the so-called ‘knowledge economy’ knows no geographic boundaries and is no longer a mainspring just of western economies as was originally assumed would be the case. The gamble taken by US and UK politicians and policy makers in the 1980s was that developed countries would always be pre-eminent as ‘high skill, high pay’ economies. Now that other nations also have access to high skills and high technology, western economies risk having to compete on a high skill, low pay basis (Brown et al., 2010). Continuous innovation will therefore be the key means of maintaining competitive edge.

Of course, to succeed in today’s more knowledge- or service-based economies, it’s not enough to have flexible business models, structures and processes. People are the source of production and of innovation. Their skills, behaviours and mindsets need to be agile too. Agile employees are multi-skilled, flexible people, capable of rapid decision-making and continuous learning. They are resilient and able to work within adaptable structures. Surviving and thriving in the longer term involves getting the ‘right’ people focused on the ‘right’ things and engaged in the collective effort. Consequently, in recent years we have seen an explosion of Human Resource initiatives relating to so-called ‘talent’ – how to attract, motivate and retain the people on whose skill and will business success depends.

Above all, it is engaged employees – who are aligned with organizational goals, willing to ‘go the extra mile’ and act as advocates of their organization – who are most critical to business success. And yet, survey after survey indicates that employee engagement with organizations is generally low. As Judith Bardwick, author of One Foot out the Door (2007, p. 13), puts it:

A not-so-funny thing happened on the way to the 21st century: hardworking Americans overwhelmingly stopped caring about their jobs. After years of massive layoffs and countless acts of corporate callousness, people from all fields and backgrounds – but especially the young and educated – got the message: the company no longer values them. Expecting the worst to happen, they saw no reason to give any organization their all. As a result, as many as two-thirds of today’s workers are either actively looking for new jobs, or merely going through the motions at their current jobs. While they still show up for work each day, in the ways that count, many have quit.

While the above describes the situation in the USA, we would contend the same scenario is being repeated in many workplaces across the globe.

The rising importance of employee engagement

It is for that reason too that ‘employee engagement’ – a term barely heard before the late 1990s – has become a major issue for businesses large and small. That’s because high-performance theory places employee engagement, or ‘the intellectual and emotional attachment that an employee has for his or her work’ (Heger, 2007), at the heart of performance – especially among knowledge workers. The relationship between the individual and the organization provides the context in which employee engagement is created.

Employee engagement is characterized as a feeling of commitment, passion and energy that translates into high levels of persistence with even the most difficult tasks, exceeding expectations and taking the initiative. At its best, it is what Csikszentmihalyi (1998) describes as ‘flow’ – that focused and happy psychological state when people are so pleasurably immersed in their work that they don’t notice time passing. In a state of ‘flow’, people freely release their ‘discretionary effort’. In such a state, it is argued, people are more productive, more service-oriented, less wasteful, more inclined to come up with good ideas, take the initiative and generally do more to help organizations achieve their goals than people who are disengaged.

Employee engagement has been linked in various studies with higher earnings per share, improved sickness absence, higher productivity and innovation – the potential business benefits go on and on. For instance, a Corporate Leadership Council (CLC) study found that companies with highly engaged employees grow twice as fast as peer companies. A three-year study of 41 multinational organizations by Towers Watson found those with high engagement levels had 2–4 per cent improvement in operating margin and net profit margin, whereas those with low engagement showed a decline of about 1.5–2 per cent.

Company data also highlight links between engagement and performance. Marks & Spencer, the famous UK retailer, includes several questions relating specifically to engagement in its annual survey of its 80,000 employees. The scores of the stores with the highest and lowest levels of engagement correlate strongly with their sales figures, mystery shoppers’ scores and absence rates (Arkin, 2011).

So interested was the UK Government in how employee engagement affects productivity that in 2007 the Department for Business (BIS) commissioned a review to investigate the links. Business leaders from all sectors of the UK economy, HR professionals, academics, union leaders, trade bodies and other interested parties took part. As David MacLeod, one of the authors of the resulting report Engaging for Success: Enhancing Performance through Employee Engagement (also frequently referred to as ‘The MacLeod Report’) put it, ‘the job is to shine a light on those doing it well so that more employers understand the benefits of working in that way and really embrace it’ (in Baker, 2010). One interviewee for the MacLeod report concluded that:

Engagement matters because people matter – they are your only competitive edge. It is people, not machines that will make the difference and drive the business.

(MacLeod and Clarke, 2009, p. 137)

How engaged are employees?

It seems that even in ‘normal’ times only a minority of employees are fully engaged at any one time, with almost as many actively disengaged. Various UK studies suggest that more than 80 per cent of British workers lack real commitment to their jobs, with a quarter actively disengaged. Despite the conclusion by BlessingWhite Research in its Employee Engagement Report (2008) that US workers are among the most engaged worldwide, research of nearly 8000 US workers by Harris Interactive in 2010 found that only 20 per cent reported feeling very passionate about their jobs. Even back in 2003, a Gallup poll reported that only 19 per cent of British employees were engaged and that 20 per cent were actively disengaged. The cost of this was then estimated at between £37.2 billion and £38.9 billion (Flade, 2003).

Today’s tough times are likely to create even greater engagement challenges, with potentially serious consequences for organizations and the economy. HR consultancy Aon Hewitt reported in June 2010 that 46 per cent of the companies they surveyed had seen a drop in engagement levels – a 15-year record. Similarly, research in 2010 from the professional body for HR professionals in the UK and Ireland, the Chartered Institute of Personnel and Development (CIPD), found that only three in ten employees were engaged with their work (Alfes et al., 2010). It also discovered that:

• only half of people say their work is personally meaningful to them and that they are satisfied with their job
• fewer than one in ten employees look forward to coming to work all of the time, and just over a quarter rarely or never look forward to coming to work
• just under half of all employees say they see their work as ‘just a job’ or are interested but not looking to be more involved
• approximately half of all employees feel they achieve the correct work/life balance.

Research has found that employee engagement is on the decline and there is a deepening disengagement among employees today (e.g. Truss et al., 2006; Bates, 2004). Flade (2008) estimates that the cost of disengagement to the UK economy in 2008 alone was £64.7 billion. This declining level of engagement has a number of implications for businesses:

• It reflects a weakening of trust, which is an essential precondition for employee engagement. The deep recession and ongoing economic turbulence have strained the relationship between employers and employees. Public trust in business leaders, markets and institutions has been undermined and this mistrust has extended to within organizations. Now, people may be more inclined to distrust first rather than trust, and are less willing to give discretionary effort.
• The longer-term risk to the retention of key people. With high levels of unemployment, it’s easy to dismiss this in the short term; but recruitment firms are aware of wide-scale, pent-up career frustration and predict that, as soon as the jobs market improves, there is likely to be significant employee turnover.
• Those employees who stay may no longer give their discretionary effort, with potentially damaging consequences for performance. The longer the downturn goes on, and the tougher the measures taken to keep organizations viable, the greater the risk of employee relations becoming more difficult and employees themselves simply ‘hunkering down’ and doing the minimum necessary to get by, but no more than that. Given that tough times are when businesses need the best from their people in order to succeed, this is really the worst of all worlds.

So it’s clearly important – but what exactly is employee engagement?

Defining terms

Definitions of employee engagement abound and there is no single standard definition, since various experts place emphasis on different aspects of the subject. Some focus on what drives engagement, while others consider the effects of engagement. Some look at specific players involved, such as the role of the supervisor, or the part played by top management; other definitions consider the state of engagement, or how it feels to be engaged.

In the following sample of definitions, some of the differences of emphasis are obvious. Employee engagement is:

• the individual’s involvement and satisfaction with, as well as enthusiasm for, work (Harter et al., 2002)
• employees’ relationship with the organization, its leadership and their work experience (Towers Watson, 2008)
• a heightened emotional and intellectual connection that employees have with their job, organization, manager and co-workers (The Conference Board, 2006)
• a positive attitude held by the employee towards the organization and its values (Robinson et al., 2004)
• a set of positive attitudes and behaviours enabling high job performance of a kind that is in tune with the organization’s mission (Storey et al., 2008)
• the connection and commitment that employees exhibit towards an organization, leading to higher levels of productive work behaviours (Vance, 2006)
• the extent to which employees commit to something or someone in their organization, how hard they work, and how long they stay as a result of that commitment (Corporate Leadership Council, 2004).

In other words, engagement is both a cause and effect. It involves a relationship between the organization and the employee. It builds on several more familiar workplace concepts such as employee commitment, job satisfaction and organizational citizenship; however, engagement goes beyond all of these since it connects these positives with improving business outcomes and performance. The concept builds on early studies carried out after the Second World War that found links between employee morale and worker speed and reliability in the mass-production economy.

But employee engagement is not to be confused with employee satisfaction. Satisfaction levels can be raised to a very high level – but the effect on the business might actually be negative due to cost, the entitlement mentality created or worker complacency. In contrast, engagement is about what the engaged employee will do in relation to the organization. Engagement is seen firstly as an ‘attitude of mind’, a set of positive attitudes, emotions and behaviours enabling high job performance of a kind that is in tune with the organization’s mission. For us, employee engagement is about winning commitment by transforming the bond between the employee and the organization so that someone really is ready to offer their head, hands and heart to the job. But what constitutes engagement is something we’ll explore in more detail in Chapter 3.

In some ways, saying that employee engagement is important to productivity is stating the obvious. Intuitively we know this makes sense. We’ve all met people who are engaged in what they’re doing, who are willing to make extraordinary efforts on behalf of their organization. We’ve also probably seen the opposite, where the dead hand of cynicism and disengagement kills off the spark of ingenuity, energy or innovation.

What does engagement look like?

While we may all have a sense of what engagement looks like, research by the UK’s Institute for Employment Studies (Robinson et al., 2004) found that engaged employees:

• look for, and are given opportunities to, improve their performance – and this benefits the business
• are positive about the job and the organization
• believe in and identify with the organization
• work actively to make things better
• treat other people with respect and help colleagues to perform more effectively
• can be relied on and go beyond the requirements of the job
• see the bigger picture, even at personal cost
• keep up to date with developments in their field.

In short, employee engagement is easily the most likely and desirable focus for developing the employment relationship between individual employees and their employers.

The employment relationship has often been described as one characterized by exchange (Rousseau, 1990; Guest, 1997; Coyle-Shapiro and Kessler, 1998). This assumes a two-way relationship, one of reciprocity and mutual benefit. As well as an explicit exchange of work in return for pay and benefits, there are also more implicit or subconscious social exchange processes occurring within the workplace. These are invisible, but no less powerful – and, as a consequence, the employment relationship is increasingly conceptualized as involving a ‘psychological contract’.

Unlike a legal contract, the psychological contract focuses on the individual (and hence more subjective) nature of the employment relationship. It represents the individual’s expectations about the overall employment ‘deal’ – what obligations the employee owes the employer and vice versa. These can include expectations about job security, how work is assigned, what is a reasonable level of work pressure or about how career progression will occur. Long-stand...

Table of contents

• COVER
• ENDORSEMENTS
• TITLE PAGE
• COPYRIGHT PAGE
• FOREWORD
• FOREWORD
• INTRODUCTION: FROM THE AUTHORS
• CHAPTER 1 WHAT IS ENGAGEMENT – AND WHY DOES IT MATTER?
• CHAPTER 2 WHY IS ENGAGEMENT SO ELUSIVE?
• CHAPTER 3 WHAT DRIVES ENGAGEMENT?
• CHAPTER 4 DO YOU KNOW HOW ENGAGED YOUR PEOPLE ARE RIGHT NOW?
• CHAPTER 5 SO WHAT ARE YOUR EMPLOYEES TELLING YOU?
• CHAPTER 6 GETTING BEYOND ANALYSIS AND INTO ACTION
• CHAPTER 7 ROADBLOCKS TO CREATING AN ENGAGED WORKFORCE
• CHAPTER 8 BUILDING A CULTURE OF ENGAGEMENT
• CHAPTER 9 ENGAGING MANAGERS
• CHAPTER 10 ENGAGEMENT IN TOUGH TIMES
• CHAPTER 11 FINDING MEANING, GROWTH AND ENGAGEMENT
• ANNEX 1 COMPARISON OF THE EMPLOYEE ENGAGEMENT MODEL AND OTHER VIEWS OF ENGAGEMENT DRIVERS
• ANNEX 2 ENGAGEMENT MODEL AND ACTION AREAS
• BIBLIOGRAPHY
• INDEX