We’re guessing you already know how important employee engagement is. It’s probably the reason you’re reading this.
But does the rest of your organization share your view?
If you don’t get everyone on board with measuring employee engagement, you may never realize the full potential of your people. Even worse, you may not recognize when things are going wrong or what’s causing teams to struggle.
Understanding exactly what your employees need to be productive and engaged is the first step in building a strong company culture — the kind that has power to energize, motivate, and empower people to do their best work.
That’s why it’s so important to have everyone on board with your employee engagement initiatives. This is one area where the casual endeavor won’t work. You need buy-in from the start, and it has to come from the top.
We refer to this practice as “people-leader accountability.” It means every executive not only understands the value of employee feedback, but actively works to get every last manager and team leader involved as well.
Accountability starts at the top…
As we’ve mentioned before, there’s a short, straight line from executive buy-in to employee engagement.
In other words: You need someone at the top to “own” employee engagement initiatives, whether it’s your CEO, an HR leader, or someone else with the authority to make people and culture decisions..
Based on Emplify’s experiences across industries and organizations, this is the first step to ensuring success. Once you have someone committed to making employee engagement a top priority, that person can work toward getting buy-in from the rest of the executive team.
And funnels down to every manager, team, and individual…
Let’s say you already have an official employee engagement strategy mapped out. You’ve developed a plan to gather feedback, identify problem areas and act on them — not just sporadically, but at a regular quarterly cadence. You have one senior leader officially in charge of the process, and you’re eager to get started.
Before you dive in, take a step back and ask yourself: Is everyone on board with this process? Or do we need to take some time to introduce the idea, build trust, and hold leaders accountable for making sure engagement initiatives remain a top priority.
Before you can begin to gather valuable feedback, you’ll need to get everyone on the same page.
It’s up to the leader who owns employee engagement for your organization to get buy-in from the rest of the executive team first. Share your plan, fine-tune it together, and decide early on how goals will be communicated with employees.
Once each department leader understands the full value of what you’re doing and the impact it can have, then you can begin to get everyone committed to the idea that measuring employee engagement makes for better managers and more collaborative teams.
For long-lasting results
Once you have buy-in from your entire team, it’s time to set goals and put a plan in place to hold everyone accountable.
Most organizations are already analyzing quarterly KPIs and key metrics such as conversions and sales. By making employee engagement an essential business outcome, you’ll help ensure managers are acting on employee feedback and data as part of their goals.
By now, you may be wondering: Why so much upfront work?
If the above sounds like more than you were bargaining for, take heart: By letting everyone know early on that they’ll be held accountable for employee engagement, you’ll set the stage for lasting, long-term engagement wins.
Discover the difference a strong employee engagement strategy can make. When you make employee engagement a priority, amazing things can happen. For inspiration and ideas, take a look at these success stories.