Shifting Your Digital Gifting to Increase Employee Engagement
Today, employee engagement involves empowering your team with meaningful work. It also includes attracting and retaining top talent to achieve your business goals.
Research show that higher engagement leads to better job performance. Employees committed to the organization’s growth give their employers competitive advantages－lower employee turnover and higher productivity. That’s why your human resources team should be equipped with the necessary tools to implement strategies to increase employee engagement.
Former General Electric CEO Jack Welch cites “employee engagement as the most crucial measure of a company’s health—more important than customer satisfaction or cash flow.”
However, researchers are finding a connection between engagement and performance outcomes, making it a credible theory.
Examine the image below to see how Maslow’s hierarchy of needs influences employee engagement.
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Engagement levels are not the only produce better job satisfaction and task performance but also more customer satisfaction. A study with over 500 salespeople in a Taiwan IT company and more than 1,000 of their customers found that “higher engagement levels predict better service performance, leading to long-term customer relationships.”
Praise from supervisors and coworkers is an effective motivator. Yet, employee-of-the-month programs and insincere birthday cards are just not making the grade anymore. In today’s economic climate, recognition needs to be timely and visible. All levels of management need to be embroiled in the nuances of employee engagement.
Digital employee recognition is sparking fires and becoming an important spoke in businesses’ strategic wheel. It’s the ultimate competitive advantage: a thriving company with engaged workers.
Key Takeaway: Employee recognition translates into job satisfaction and a productive team
Digital recognition spreads easily through intranets, social media, and email. This improved communication results in projects, teammates, and ideas becoming noticed at all levels of the company.
According the AON Hewitt study, “2013 Trends in Global Employee Engagement,” 60% of employees globally are considered engaged, while 40% are passively or actively disengaged. See table below.
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Web and mobile solutions can assist employers with rewarding and engaging workers. With digital rewards, recipients can receive their gifts online quickly. For example, companies can send rewards instantly without stockpiling merchandise. Digital rewards service providers offer several popular online brands, value denominations, and local currencies. Brands can manage and optimize the distribution of rewards with ease.
Democratize their employee recognition systems by implementing digital systems. In a workplace recognition program, “taking a digital approach allows for personalization, faster turnaround, and streamlined administration” for your HR team.
Key Takeaway: Experiment with digital gifts.
Employee Rewards
Employers have been coming up with innovative employee rewards to boost morale and acknowledge employee needs for creativity and personal goal accomplishment. Some of the latest potential employee rewards include using the internet at work for personal reasons such as shopping, communicating with friends, or personal finances; bringing a pet to work; instituting a controlled napping policy, and the sports and office betting pools..
Boston, MA: Pearson Sivarethinamohan, R. R., & Aranganathan, P. P. (2011). Determinants of employee engagement
It impacts the hospital’s prosperity and productivity immensely and if employee engagement is strong it results in a more productive workforce, higher job satisfaction and moral, higher retention, better skilled staff, lower absentee rates and better patient loyalty and satisfaction. Tameside hospital has aspects of their approach to staff engagement that have high performance rates (which they need to maintain) and aspects that were lower in performance which need drastic improvements to have a more productive hospital. Progressive staff engagement and development not only benefits the staff at the hospital but leads to a better experience and service for patients, which ultimately benefits the stakeholders and the organisation as a
Rich, B., Lepine, J., & Crawford, E. (2010). Job engagement: Antecedents and effects on job performance. Academy Of Management Journal, 53(3), 617-635. Retrieved from EBSCOhost.
Employee engagement is the investment of physical, cognitive and emotional energy and their full deployment of themselves into work roles or tasks (Kahn, 1990). Employee engagement is key to ensure employees are inspired and enthusiastic about their work. Wi...
"An increasingly important element of a positive work environment is the fostering of employee engagement. Engaged employees are not just satisfied with their work or loyal to the organization, but are energized about their contributions to the workplace and willing to go above and beyond their job description to contribute to the organization’s mission. A key component of engagement is that employees feel that the organization cares about and values their contributions."
Tulgan, B., Meister, J., & Matos, K. (2013). 2012 Employee Job Satisfaction and Engagement (ISBN 978-1-586-44329-0). Retrieved from Society for Human Resource Management (SHRM) website: http://www.shrm.org/LegalIssues/StateandLocalResources/StateandLocalStatutesandRegulations/Documents/12-0537%202012_JobSatisfaction_FNL_online.pdf
Academic instruments exist to measure discrete sub-dimensions of employee engagement, such as the Utrecht Work Engagement Scale (Schaufeli and Bakker, 2003) that measures the vigor, absorption and dedication dimensions of work engagement, but no uniform tool exists to measure the construct when conceptualized beyond work engagement (Macey and Schneider, 2008; Kamposo and Sridevi, 2010). Practitioners utilize a variety of tools to measure their conceptualizations of employee engagement, including the Gallup 12-item Worker Engagement Index (Gallup, 2013), and a variety of proprietary instruments from management and human resource consulting
The second approach by Khan (1990, 1992) states that for effective engagement members need to feel like the work that they do is effective (as cited in Xu & Thomas, 2011). Additionally, members must know what their role is within the organization (Holman et al., 2007). Having the resources available, role clarity, and confidence encourages the increase of productivity and collaboration that the employee engagement process is based
The key to engagement are managers that include the workforce in making their jobs interesting. Mangers that truly cares about what is in the hearts and minds of each individual, are successful in giving the employee a feeling of value in the organizations. Dignity and respect that is given by leaders towards subordinates creates high retention and morale within the organization.
However, a study by Gallup shows that there only 13% employees worldwide are being engaged and the worrying concern is that companies are clueless why the majority are not engaged (Gallup, 2017). Employee engagement is not about employee satisfaction and should regarded as a continuous effort an organization must understand and undertake (Kelleher,
Thus employee engagement is the level of commitment and involvement, which an employee has towards ...
Researcher Susan David conducted a study of business units that had extremely engaged employees. When she asked the employees what was behind their outstanding engagement scores, only 4 percent mentioned pay. (3)
Definition. Schaufeli’s (as cited in Truss, Delbridge, Alfes, Shantz, & Soane, 2014, p. 26) ideas on employee engagement can be explained by using the Job Demands-Resources (JD-R) model. Job demands and availability or lack of resources, both job and personal, either contribute to or deter employee engagement, this is illustrated by the JD-R (Truss et al., 2014). On the positive side, according to Truss et al. (2014) job and personal resources “foster engagement in terms of vigor (energy), dedication (persistence) and absorption (focus)” (p. 26). An employee who has the resources needed to do their job is better equipped to do the job and thereby better able to perform their job (Truss et al., 2014). Employees who are better able to meet job
Here are some figures that display how Employee engagement practices have bolstered up the efficiency and productivity of the employees and in return have augmented the profits of the companies. According to a new meta-analysis that was conducted by the Gallup organisation amongst 1.4 million employees, the organisations that focus on employee engagement practices to a large extent have reported 22% increase in productivity. These practices even impr...