Achieve Organizational Advancement by Investing In Human Capital: 6 ways to engage employees Even though 25 years of organizational research indicates that individual behaviors are hard-wired by the time employees enter the workforce, you can shift organizational behaviors. You can guide employees toward supporting team development, the business case for change and new strategic business objectives. As a result, you create a culture that aligns, manages, changes and engages your employees. And with that comes increased performance. Like any good recipe for increased organization and workforce performance improvement, having the right ingredients integrated together , supported by an investment in your people and kept in balance, yields a predictable increased performance outcome. Sinclair Group SG 0a1e033b-5563-44c7-aaa8-abced7fe8f88 Mark Hordes Senior Vice President - Organizational Excellence Increased performance 78d4c946-cfc5-4b4f-b238-3d1061ea24f8 [To set forth six ways in which] leadership can positively affect the level of employee engagement e03f8581-f210-404a-9dfb-f65a80c555e3 Employee Engagement Employee engagement is: 1. The degree to which employees identify with the company along with their willingness and ability to contribute to the company's success. 2. The extent to which employees put discretionary effort into their work, in the form of extra time, brainpower and energy. It's a conscious choice an employee makes that includes rational (thoughtful planning), emotional (feeling and attachment) and behavioral (time and effort) components. 3. Not something a company does with or to an employee. It's something an employee chooses to do. Employee engagement is a revitalized way to define an old concept: A psychological contract where the organization invests emotionally in its workforce. In exchange, employees make a similar emotional investment, investing their discretionary effort into their work and delivering superior performance. Since engagement is largely emotional, it requires meeting basic human needs in the workplace to support and sustain top performers. It also requires that the nature and design of the work itself, as a motivator, be considered as to whether it provides opportunities for achievement, recognition, challenge, responsibility and growth. Communication Increase communication using an unrelenting and disciplined approach, which is open and honest, two-way and uses multiple methods. e3102b97-0297-4551-bb9c-b9919bee5c3b 1 43e72a74-837d-4f4e-adc4-ee1d15ceea64 42e274b8-285d-4f13-b684-423a77380273 Communication Openness To be specified To be reported 6146d741-590f-461e-a3e2-aa947bdcb5ab Communcation Honesty To be specified To be reported cddfd9f7-0bba-4c3f-8e60-c3e478f4c7d0 Communication Methods To be specified To be reported Growth & Development Embrace employee growth and development with training opportunities, job design and career discussions. afb4b1bc-2d67-4410-a0b1-c4287a7bdb58 2 Employees 296d97d2-d2e6-4b38-8470-6dc666eda50a 42e274b8-285d-4f13-b684-423a77380273 Training Opportunities To be specified To be reported 5effaf88-aad5-482d-a9c9-716fc5bb3598 Job Design To be specified To be reported 01c70e04-3f2c-433d-9a2b-ffbe525b5118 Career Discussions To be specified To be reported Processes & Tools Make it easy to take pride in work and accomplishments by providing best-practice work processes and tools and removing barriers. 994db808-49dd-4c2a-b51b-d610e7a021c3 3 2d2e7af3-30c9-426a-a980-f38f4371af20 42e274b8-285d-4f13-b684-423a77380273 Processes Best Practices To be specified To be reported 139d1b8f-691b-45e3-8009-1360abf7bfce Tools Ease of Use To be specified To be reported 37821702-b712-4144-995d-960ccf46ddd6 Barriers Removal To be specified To be reported Appreciation & Recognition Provide public appreciation and tangible recognition that is personal and team-based, frequent and timely. 777fb1b2-f0b6-4eec-addd-333117e6d40a 4 530e3101-0511-4c8c-93c2-db103bba3c94 42e274b8-285d-4f13-b684-423a77380273 Recognition Timeliness To be specified To be reported Opportunities Look for opportunities for employee involvement and create openings for their choice to engage such as the use of network cross-function teams. b763c554-b598-47cc-8394-f1dca90114cb 5 5954dd40-4e52-4418-9481-a24685a61188 42e274b8-285d-4f13-b684-423a77380273 Employee Engagement Opportunities To be specified To be reported Resources, Training & Capital Make employee engagement a strategic initiative supported resources, training and capital. 3f5970c1-9006-441c-bc3b-e1660e541ee9 6 dda5f651-9890-4395-b4a5-e630575140a1 42e274b8-285d-4f13-b684-423a77380273 Resources To be specified To be reported 2d284efd-c8d5-462e-9a9c-4c946faf8b15 Training To be specified To be reported f15fe12f-652c-4236-94a9-817247593fdc Capital Dollars To be specified To be reported Workforce Behaviors Shift workforce behaviors 70e28d9d-5d0a-40fa-b943-07c26403feef 6.1 Follow these four simple steps to make it happen: f7764ee2-a2bd-4b10-bf7d-807b28e26792 Culture Alignment Conduct a culture alignment assessment with all employees. 6ccdbb12-8ee6-490d-8637-3f5dc10729c1 6.1.1 Taking a pulse of the current state of an organization's culture is a critical first step of an effective intervention process. For example, determining the values, behaviors and personal work styles of an organization provides the needed data to define the size of the gap between today's culture and the aligned one you're working towards. This assessment process also gives you the capability to track cultural shifts over time. This will be helpful to your management team when they are asked to resource interventions and fund activities to reach the new and aligned cultural status. Employees f58b5093-034d-497c-be15-ac8637c92297 Values, Behaviors & Work Styles Determination To be specified To be reported Leadership Style Promote one leadership style. de8d57ce-983d-4475-8ea2-472585b27a5b 6.1.2 Undoubtedly, management consultants and theorists promote dozens of leadership approaches. Approaches include situational leadership and participative management to leading from the top and transformational leadership. All of these example approaches have merit. The danger comes when your leadership team sends managers to different leadership training, and everyone comes back with a different approach. It's the fastest way to create confusion for employees as they work for multiple leaders and with other employees who work with other leaders. Pick and promote one leadership approach for everyone to follow and train everyone on its principles and practices... Choose a leadership approach that instills positive mutual purpose and intent. After establishing this, skills in active listening, decision-making through alignment and using challenge as a positive process, can create the level of leadership success you seek for your company. Leaders Performer a060cb04-caa3-4e09-ad9a-dcd60913f40a Leadership Style Determination To be specified To be reported Alignment Create a clear line of sight to reach alignment. 3c35db2e-2e5e-4a06-8e25-d6b11a24a837 6.1.3 Do we all agree? Does anyone not agree? Do we have consensus? Are we all aligned? Is anyone not aligned? Wow! This can be confusing. It's essential to teach employees and teams how to be aligned and supportive with the decisions they make. The secret lies in teaching everyone how to question effectively, listen actively and demonstrate open advocacy, while stressing authenticity. Alignment comes about when employees are clear on how to gain alignment on the small steps that ultimately build into larger areas of agreement. Having an effective protocol to communicate and reach alignment within our team helps to make alignment a reality. Performer 5fc9cee7-1f27-47eb-a8d0-9dd227d37fd2 Line of Sight Clarity To be specified To be reported Training Train on how to distinguish assumptions from facts. 8b4ebf0b-297e-4893-a290-4b51185cd96f 6.1.4 There's a significant distinction between making assumptions and examining facts. Sometimes there are not enough facts to make an assumption about a situation that employees face and need to solve. In this case, employees can only search for more facts, or in other cases, employees may not safely assume anything based on the information provided. This is a very difficult behavior to change. People jump to conclusions quickly based on their cultural biases, personal history or current experience. It's a lesson worth teaching. Help employees reach a higher level of consciousness by being aware of the differences between assumptions and facts, and to know when they need more information. The benefits of this type of learning have broad and far-reaching implications on how an organization works and how employees develop and implement solutions. Performer bdac84ec-da02-4fc2-9d9f-ffa38c6e1444 Discernment Capability To be specified To be reported 2013-11-16 http://www.sinclairgroup.com/editor_uploads/documents/Article_Achieve%20Organizational%20Advancement.pdf Submit error.