Employee Engagement through Performance and Accountability
Employee engagement can be defined as the rational, emotional, and motivational state that leads employees to higher levels of performance. It is also vital to an organization because the costs associated with turnover can often be anywhere from 50-200% of the employee’s annual salary (Scott, 2012). Imagine the loss of an employee making $50,000 a year; this could translate to $25,000-$100,000 to replace him or her, in addition to the salary of the new employee.
Ken Oehler, Ph.D. at Aon Hewitt conducted research on the different engagement levels between average companies and some of the best employers (Oehler, 2013). He concluded that the best employers have about 20% more of employees who are engaged. Increasing the number of engaged employees leads to better performance, greater job efficiency and innovation within a company. Consider an organization with 1,000 employees, that would be 200 employees who are consistently delivering excellent results.
Looking specifically at performance, Ken Oehler insists that providing employees with the right tools and resources needed to do their jobs can make quite a difference in the moral and productivity of the employee. It makes sense in application too, because those employees who don’t have what they need to get the job done are wasting time trying to figure out alternative ways to get that same task done in a more complicated way. Another very important aspect is making sure that the work processes support productivity for the employee. If the process is very long and tedious, there is reason to believe there has to be a better way to do it. Once this way is found, overall performance and productivity will go up and the task doesn’t became as daunting as it was before.
A huge part of engagement is also accountability. Having employees be accountable for their work and actions is a motivator to do good work because they are personally tied to the results. Anonymity in work creates a mindset that encourages lack of personal accountability, especially in a disengaged employee. Through accountability, employees gain a sense of ownership in the work they are doing.
Performance and accountability are just two ways to help engage employees and isn’t a “one-stop shop” for creating engaged employees, but rather a building block in the process. These strategies are not a one time effort, they require ongoing communication and follow up. Creating an environment for engaged employees is a deliberate set of actions that needs monitoring and tweaking consistently.
The QTI Group stands ready to help you with your Employee Engagement initiatives and survey. Our team of experienced HR Consultants will guide you through the survey process including survey creation, utilizing our Web-based and mobile friendly platform, QTI Engage, Insight Reports, Action Planning and access to Pulse Surveys. Contact Us to learn more.
Oehler, Ken. “Beyond the Survey: How to Increase Engagement.” WorldatWork, June 2013.
Scott, Dow, et al. “Retention of Key Talent and the Role of Rewards.” WorldatWork, June 2012.