Drivers of engagement helps employees utilise their discretionary effort in line with strategic TCF goals.
The 4 key drivers of engagement in a TCF culture:
- Relationship with manager
- Belief in leadership
- Pride in belonging
- Having a voice
Organisations lose millions annually due to employees who just “show up” as well as the turnover of talented employees. Inspiring employees to stay and participate in your TCF strategic goals is essential to both compliance and profitability. The US Bureau of National Affairs estimates that replacing talented employees costs businesses approximately 1.5 times their annual salary. This does not include the knock-on impact on knowledge retention and the morale of those who stay. The ability to retain and engage talented employees (and keep their intrinsic knowledge available) has a significant impact on an organisation’s triple bottom line.
The unfortunate reality is that poor management practices and ineffective communication contribute significantly to employee disengagement.
The 4 key drivers of engagement in building a TCF Culture:
1. Relationship with manager. Employees tend to leave managers rather than organisations (Gallup). Employees leave organisations that refuse to manage bad managers. How an employee’s direct supervisor acts can enhance or sour the relationship.
2. Belief in leadership. How senior leadership communicates and leads the organisation is a key factor in driving staff engagement. Strategic TCF communication needs to be clear, relatable and two-way to be effective. If your communication involves “Death by PowerPoint” or a data dump, it is not effective. Communication needs to be congruent and easy to understand or it just becomes more noise in the chaos of the day.
3. Pride in belonging. A key factor is an employee’s sense of pride in belonging, in what the organisation stands for. Is your organisation a congruent team or a collection of silos? We want to know that what we do matters, and that our contribution to that work helps make the world a better place. Employees feel more engaged and share knowledge more easily when they see how what they do contributes to the big picture. This is why community initiatives can make a big difference. We want to contribute to something great.
4. Having a voice. Most of the best innovative ideas come from those who deal with customers, processes or products on a daily basis. When employees feel they have a voice they are more likely to contribute to solutions, take greater ownership and feel like what they do matters in making the organisation succeed. When employees feel they have no voice, that their ideas don’t matter, disengagement increases. Leadership studies show that when we listen to staff concerns and ideas, engagement scores improve.