Engagement is a two-way street
Engagement is a much maligned word in the world of culture, largely as a result of the ‘engagement survey’ (which I wrote about recently - you can read it here).
This is typically an annual event where information is gathered from employees which leaders then spend an inordinate amount of time deciding how to address, before not doing anything at all (according to Gallup, only 8% of organisations take meaningful action on surveys)
However, there is another issue that’s often at play and that is, that the assumption from many employees is that engagement i.e. how connected and motivated they feel to do their job every day is the sole responsibility of the organisation. This assumption is flawed (and it’s often difficult for people to hear/read!)
Engagement is an agreement between employee and organisation to work together to achieve something and as such is a mutual responsibility. In every management programme that I run, this is always a point that I emphasise to ensure that those responsible for leading people set an example - on personal engagement - for others to follow.
The engagement responsibilities are as follows.
Organisation:
A positive, safe culture
Tools to do the job (resources, technology, ‘work’ space)
Compensation to match responsibilities
Education to help to take on new responsibilities or tasks
Provide employees with agency over their work
Leaders and managers who understand how to get the best out of people
Have a vision that’s inspiring
Have a set of values that are meaningful rather than performative (i.e. no toleration of brilliant jerks)
Employees:
Have empathy for others
Be a team player
Have a growth mindset
Have a strong work ethic
Deliver on promises made
Look for ways to add value to the team/organisation
Develop existing skills
Educate themselves on future skills
Of course, when organisations hold up their end of the bargain, then it’s much easier for employees to do likewise. However, that doesn’t mean that employees should wait until they do. In my work with leadership teams across multiple industries I have found those with the highest engagement scores have always credited their employees with pushing them to be better and thus raising the level of engagement (and performance) for everyone.
The most engaged workforces emerge when both parties honour their commitments. The question isn't whether your organisation will hold up its end, the question is whether you'll step up regardless, becoming the catalyst that forces higher standards across your entire workplace.
