We’ve talked before about the importance of recognizing your employees as a very important audience for your business. BETTER — A scheduled chat: What, if instead of the formal survey, you carved out a set time every week and you, throughout the course of the year, met with everyone individually and picked their brain a little, while sharing your vision and thoughts? This is one of my personal goals — to get better and better at being plugged into what my employees are thinking, doing, wondering about and tapping their insights to make MMG an even better place to work and do business with. As I was thinking about your probe for more ideas, I have to say that leadership was the lever for all other aspects of employee satisfaction and engagement for me.
I’m not sure much of anything can really be accomplished if a company does not possess some powerful leadership.
It’s about employees having a sense of ownership in the organization and not owned by it. Drew, came across your interesting post as I was looking at team-oriented topics subsequent to writing my own piece about it.
Quite an interesting content, better communication with the employee team is very essential always. Before anyone can effectively communicate at whatever level of business they need to learn how to communicate on a personal basis. Search: Subscribe for updatesRegister to receive email news alerts, daily digest, weekly roundup or Topic newsletters. CHAPTER 4 INTERPRETATIVE MODELS OF EMPLOYEE ENGAGEMENTIntroduction4.1 This chapter looks at the models of engagement as found throughout the literature.
One Call Now provides organizations a fully redundant, messaging suite that can be relied upon to protect, inform, and engage, their most valuable asset, their employees. Dione: Tina, your company, ROI Communication, set out in 2012 to discover the state of employee communications at some of the world’s largest global companies.
Tina: The single most worrisome finding from our research is that at many companies, managers are not prepared to succeed as communicators – they are not trained, and may not even understand the role they are expected to play as communicators. Tina: One thing companies can do is to include employee communications     as a formal part of managers’ performance review, compensation package  and training. Dione: It’s certainly ideal to work at a company where everyone is behind employee communications and there are companywide systems in place to support this. You can follow up a communications program or article with a brief two to three question online survey using Survey Monkey or some other tool. Tina: No, although it’s generally easier to communicate within smaller than larger companies, our findings wouldn’t be dramatically different.
Dione: What can managers and companies do to encourage honest – and sometimes critical – feedback? Tina: One-third of the companies that participated in the 2013 ROI Communication Benchmark survey and report also participated in the 2014 study.
Effective communication plays an increasingly significant role in boosting corporate revenue through increased sales and improved employee productivity. With sophisticated yet user friendly facilities, FWI digital signage solution converts your existing monitors, screens, digital displays and mobile devices into mediums for effective and direct communication to your targeted audience.
Increase customer and employee awareness of your corporate values, key information and events. Be transparent on employee assessment and feedback via display of real time performance metrics. Connect out-of-store and in-store experience through integrated marketing and advertising that strengthens your relationship with customers.
And, boy, that felt terrific.  Not once all weekend did we have to try to explain to any of those 500 other people what cohousing is; why it’s neither a commune nor a gated community, or why we might want to have community meals 7 days a week! Terry was one of the happiest surprises of the conference for me.  I was introduced to him at the reception generously hosted for participants by the community at Durham Central Park a very well planned and executed urban cohousing community within walking distance of the conference center. Terry’s work is shaped by the belief that if we can understand how we are changing and why we are changing, then perhaps we can get out ahead of the change process and “co-create” our future with as much grace and as little damage as possible.
In addition to being an author and public speaker about various aspects of community, Laird’s also considers himself a meeting junkie and has parlayed his passion for good process into a consulting business on group dynamics (Canbridge Consultation and Facilitation.) He’s worked with over 60 different groups, many of them multiple times. Laird lived 38 years at Sandhill Farm, an income-sharing rural community in Missouri that he helped found. Do you have questions about how to find a community that fits for you, how to form a community, how to build a community, how to sustain a community?   Go ask Alice Alexander.  Go ask Laird Schaub. Jubilee members invite you to share a cup of coffee (our treat) and learn more about this remarkable neighborhood we are building.
Great post for me right now as I’m trying to improve communication and employee interaction to keep it fun as the company grows!
Having done some time as an HR pro in my previous career, I’ve seen your list of suggestions work well.
Any way without establishing effective communication with the employees it is very difficult to attain overall success for the organization. It was highlighted in Chapter 2 that from an employer's point of view, engagement is often about employees 'going the extra mile' or exerting 'discretionary effort'. She focuses on how people access, organize and process information, and how groups use information when solving problems together. The results showed what many communication professionals have always believed but lacked solid proof of: effective employee communications contributes to the bottom line of companies. Very few managers are asking their employees for feedback and ideas, and few are helping to explain how company issues are relevant to their teams. If they don’t have the training or support from above or personal commitment to communicate effectively with employees, then that will impact a company’s ability to succeed.
It’s best if HR, executives – the whole company – buy into making employee communications a priority. But what if you’re responsible for employee communications at a company that’s not quite there yet? Even if not everyone and every department is mobilized to support employee communications, you can “wrap” messages with additional, actionable information that will help managers be more effective communicators. Before then, you can send an email to managers letting them know the announcement is coming up, provide Frequently Asked Questions (FAQ) on how to use this information as a manager, and establish the tie between company earnings and employees.


An employee communications manager can, on his or her own, help managers be more effective communicators, one small program at a time. When an executive “walks the talk” by soliciting questions from employees, answers with an open, sincere tone and encourages more feedback, that counts a lot.
And I have two examples of how an understanding of psychology can lead to more effective communications.
Anyone can register to view a complimentary webinar that provides an overview of the results of our Communication Benchmark Report.
We look forward to gaining new insights regarding best practices in employee communications. Utilising digital signage to broadcast interesting and engaging multimedia content allows corporations to gracefully send the right messages, at the right time, without being evasive. Readily integrating with your network, FWI gives you the advantage of engaging your audience, wherever they are, whoever they may be, with information as accurate and real-time as possible.
Sirius community was founded in September 1978 by former members of Findhorn Community in Scotland wishing to establish a similar community in their American homeland. His specialty is up-tempo meetings that engage the full range of human input, teaching groups to work creatively with conflict, and at the same time being ruthless about capturing as much product as possible. It was also discussed that many of the factors that drive engagement are under the control of the organisation. Experience the ease of automatic employee notification; alerts, staffing management plans, and business continuity plans.
Clear communication can improve both of these areas, which will boost employee satisfaction and well-being. Tina has led the design and execution of major change communication and organizational development initiatives, developed and implemented communication training programs and counseled executives on the effective use of communication.
That is, companies that practice more open communication tend to realize greater earnings per share than those which do not.
In contrast, senior executives of these same companies generally recognized that employee communications is important and understand their roles in leading communication efforts with employees.
You might also anticipate employees’ questions – consider what information will seem confusing or irrelevant to them. One thing that did not surprise us: the data again demonstrated the value of employee communications. In addition, we invite qualified companies to sign up to participate in the Communication Benchmark survey this fall. He had that sparkle when speaking about his work and community experiences that says, I’m onto something here.
Its foundation is spiritual, but in a non-sectarian manner that allows for each person to find their own way to the heart of all beingness and reality. Currently he is moving practically into our neighborhood, taking up residence in Chapel Hill, NC where we can have easy access to his stellar group process consultations and trainings. However, employees will place different emphasis on the extent to which they value each of these factors in exchange for their discretionary effort.
And no platform is better for sharing emergency and routine communications than One Call Now. Likewise, companies where employee trust and engagement are higher tend to have stronger earnings per share, as do companies where senior leaders “walk the talk” of setting the example for giving and receiving honest communication. You can provide a guide to managers on what to do, for example, hold a meeting, then provide FAQ answers afterwards. But whether a company is small or large, regional or global, we would expect that there’s a quantifiable, positive impact that effective employee communications has on company profitability.
These companies will be eligible to receive a free copy of the 2015 ROI Communication Benchmark. The shared expression reflects reverence for all Life and willingness to live in accord with this intention as much as possible. It’s important to be sure to let people know in advance about what’s going to happen after they fill out the survey? Once the content is out there, measure how widely read are those specific articles that relate to that subject.
We thus employ ecologically sustainable methods of living and a consensus-style governance process, striving to honor all that is. These are also discussed in this chapter to provide a more comprehensive picture of the factors that determine engagement. This is going to give you much more useful data than, for example, measuring the total number of visitors to a website. Tell them, “We learned…and as a result, we will (fill in the blank).” This two-way communication makes people happy. Second, research shows that teams that collaborate successfully tend to include diverse team members in terms of cultural background, age, gender, etc. There are many individual and organisational factors that determine whether employees become engaged, and to what extent they become engaged. The most effective teams clearly define what they want to accomplish, and then let creativity fly. Within this umbrella of feeling valued and involved there are a number of elements that have a varying influence on the extent to which the employee will feel valued and involved and hence engaged.
Figure 4.1, which is based on a diagnostic model in Robinson et al (2004), illustrates the drivers of engagement suggested through a survey of over 10,000 NHS employees.
However as is discussed later in this chapter, engagement levels can vary according to demographic and job related factors. They propose a model with "meaning at work" at the apex, which they maintain is borne out by the research carried out into meaning at work. In this context, Penna (2007) defines meaning at work as the situation where a job brings fulfilment for the employee, through the employee being valued, appreciated, having a sense of belonging and congruence with the organisation and feel like they are making a contribution.
As discussed in Chapter 2, engagement is defined by Schmidt (2004) as the overarching label that brings employee satisfaction and commitment together. This model highlights the importance of commitment to the job as driven by job satisfaction, and also notes the importance of the supportive organisation.


By creating the right conditions to generate high levels of employee engagement, the organisation can drive high performance - with high performance being defined as the achievement of the overarching public sector goal of advancing the public good. Schmidt (2004) bases the model on a variety of studies and writings, implicit in which is the notion that it is WWB that drives engagement. It is a similar idea to the model presented by Robinson et al (2004) where 'feeling valued and involved' was the key driver of engagement, but in turn was influenced to a varying degree by a range of factors. As is the case throughout much of the literature, Schmidt (2004) does not present a definitive list of the drivers of commitment and satisfaction (as the drivers of engagement) but reviews several studies and reports.
Concentrating here on the studies presented by Schmidt (2004) that appear to be based on a more robust approach ( e.g. Schmidt (2004) advocates the robustness of the results, from the Canadian public sector, due to the use of 'advanced statistical techniques' and 'excellent' return rates on the survey of 72%. As Robinson et al (2004) highlight, organisations must work to engage employees and establish a two-way relationship between the employer and employee. Michelman (2004) notes that the defining contribution of great managers is that they boost the engagement levels of the people who work for them. There are a number of actions and strategies that senior management can make use of to inspire engagement among employees and motivate them to go the extra mile. It was noted at that time that there was a need to engage rather than inform employees and thus better align their performance with the organisation's vision and business goals.
Formerly, communication strategies had focused on informing employees and creating awareness.
However, the new model (see figure 4.4 above) is based on engaging employees in the communication process in order to achieve the desired outcomes and thus build the business value. This is achieved by helping employees have a better idea of how what they do impacts upon the organisation and by promoting behaviours that help achieve organisational objectives.
Moorcroft (2006) reports that the changes to employee communications are beginning to show solid results, with employee alignment and engagement scores improving.
Heintzman and Marson (2006) use the private sector service-profit chain model as a basis for producing a public sector equivalent (see figure 4.5). As CIPD (2006c) highlights, these factors have been found in research to be very important in determining levels of engagement.
It is important to note here the two-way interaction in this model between attitudes to work and engagement.
Finally, in the model above, engagement and attitudes to work lead to outcomes for the organisation, in terms of individual performance, intent to quit and absence levels. The model was used by CIPD in their annual attitude and engagement survey, with the finding that there is in fact a lot that managers and leaders can do to drive up engagement.
Whilst no evidence of difference has been found between the dynamics of engagement between the private and public sectors, what the literature does reveal is that the variations within sectors are in fact far more significant.
In short, it appears that there is a clear distinction between leading edge organisations that are strong in employee engagement and the majority that are either ignorant of the subject or which are failing to address the matter effectively, irrespective of whether they are in the public or private sector. In 2005 the Institute for Employment Studies ( IES) ran a culture audit out of which the ' Inspire Project' was born - the objective being to change the way people work and communicate. A new framework defining 17 behaviours was rolled out with the assistance of the Hay Group. The project included work on leadership development, with managers - including the Chief Executive - receiving 360-degree appraisals and team-building workshops.It has also led to a new customer service charter and employee charter. A representative 'Reach-in' panel that gives detailed feedback and quarterly focus groups to handle hot topics supplemented conventional methods such as staff surveys and an employee suggestion scheme.
Through effective promotion the number of employee suggestions increased six fold from 50 per year to 300. A number of studies have produced quantitative research findings that demonstrate the impact that biographical and job characteristics can have on employee engagement. One of the most in-depth was conducted by the Institute for Employment Studies ( IES) (as analysed by Robinson et al 2004) which analysed attitude survey data for 2003 from 14 organisations in the NHS (>10,000 completed questionnaires).
Black, Chinese and Asian employees have higher scores than those in Mixed and White groups.Age - engagement levels go down slightly as employees get older - until they reach the oldest group, 60 and over, where the highest engagement levels of all are displayed. The high level of engagement levels expressed by experienced employees, who may be considered to be approaching the end of their working lives, suggests an untapped source of potential in many organisations.Work-life balance - those in their 40s and 50s have the highest levels of workplace stress and are likely to find it difficult to balance work and home life.
Women are more satisfied with their work and hold more positive views of their senior management team than do men. They are more loyal to their organisation as an employer and report higher levels of loyalty to their customers and clients than men. This is in contrast to the NHS survey result conducted by IES and analysed by Robinson et al (2004), where it was found that there was no discernable difference between engagement levels between men and women. As discussed above this may be due to the fact that the NHS study surveyed employees across the same organisation whilst CIPD (2006c) cut across a range of different industries and organisations. As discussed in Chapter 3, there is nothing in the literature to suggest that the models relevant to the private sector do not have a direct applicability to the public sector also. Although some survey results found subtle differences between the sectors, in general the differences in engagement across demographic factors apply across the board to both sectors. The key points that emerge from an examination of the models of engagement are:There is no one-size fits all definitive explanation of what drives engagement.
Each of the models and research studies discussed presented a range of different factors and placed varying importance on each. In that model value and meaning at work are at the apex, with leadership and learning and development also cited as important factors in driving engagement from the employee's point of view.The RBC model of communication was also highlighted, and it was noted that it succeeded as it strived to engage employees rather than just inform. The organisation realised that the previous model of informing employees, rather than engaging them, was not helping to promote the 'line of sight' from employee actions to the overall objectives and outcomes for the organisation. What Schmidt (2004) points out as the overarching goal of public organisations - advancing the greater public good - can be affected by engagement levels through an overall mechanism that involves various elements from the 'right' workforce through workplace well-being, engagement, organisational performance and finally advancing the public good.Finally the CIPD (2006c) model of engagement was presented, which presents an overall picture of the place of engagement within a wider scope of individual factors, aspects of working life, management, attitudes to work and outcomes for the organisation.
These results tie in with the Robinson et al (2004) model which highlighted family friendly policies as an important organisational driver of engagement.



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