Engagement – Not As Obvious As You’d Think!

June 6, 2010 5:05 pm Published by 1 Comment

By Alison Maxwell  

Employee Engagement

 

I recently read the MacLeod Employee Engagement governmental report ‘Engaging for Success: enhancing performance through employee engagement’ (2009)’ . What surprised me most was perhaps that we needed to have this sort of report at all – isn’t it obvious that employee engagement leads to improved performance?  Well apparently not – one of the findings of the report was that not enough managers and leaders ‘get’ what engagement is all about and few organisations go beyond the ritual annual employee satisfaction survey. A bit like measuring your waist line on at the beginning of a diet but not changing your eating habits! 

I think leaders make two fundamental mistakes in relationship to employee engagement – first they consign responsibility to HR and second they assume that employee engagement is the same as communication. Engagement is primarily about the relationship between leader and team – how they show up and how they impact others. 

So… how much of yourself are you bringing to work today? What impact is this having on others? 

The andpartnership is hosting a one day seminar on ‘Creating engaging leadership’ in London on September 10th.  

They will be joined by John MacLeod (co-author of the report), as well as Ian Derbyshire (CEO, Thomas Cook UK) and Kim Curry (Strategic Director, Leicester City Council) who will share best practices in creating engaging leadership. For more information contact us on 0870 4050060, or see our website for more details: www.andpartnership.com. 


 

© 2010 the andpartnership
 

Thanks to Jock McNeish & Tony Richardson ‘The choice: a pictorial guide to creating productive workplaces’.

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This post was written by Lee Morris

1 Comment

  • Andrew Kerry says:

    On the engagement debate… It seems that people think engagement is something that is done to people not about doing things with people. My living nightmare are ‘engagement strategies and plans’. Why is it so hard to talk to people but so easy to write worthy documents and make presentations, develop models and all that corporate stuff.

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