With recent research by the Centre for Mental Health discovering that disinterested employees are costing the UK £15 billion a year, the need for an engaged and productive workforce is more important than ever before. Employee engagement programmes need to be considered as critical to business performance, as opposed to being addressed only once all other priorities are in place.

With budgets tightening, any investment into new initiatives will rightly be closely scrutinised. The key is to focus on the business outcomes that occur as a change of attitude and behaviours – increased retention and innovation, greater productivity, reduced levels of absenteeism – culminating in the ever-important improved service to clients. This article will explore five key points to consider when introducing an employee engagement strategy to your organisation, whilst at the same time ensuring your leadership team remain onboard.

1. Your strategy needs to focus on more than engagement

The word ‘engagement’ can be misleading. An employee may participate in a company event but that does not mean that they are committed to the organisation or buy in to its vision and values. Your strategy should focus on creating an inspiring and supportive environment that enables people to reach their full capability and potential whilst working towards personal goals. This will incorporate development and recognition opportunities, the sharing of ideas and challenges and a review of performance management.

2. Allow employees to take responsibility for their own development

Avoid a ‘one size fits all’ approach. Often organisations will create a programme of training without any input from the business, based on what they ‘think’ employees need. The fact is that your people are the first point of contact with customers and you should trust them to let you know the skills and training they need to do their role better, as well as how they prefer to receive this information. Is this through face-to-face workshops or webinars? Newsletters or videos online? Not only will your employees feel valued and listened to but you will avoid development for development’s sake, instead investing in opportunities that will improve service to clients and the overall customer experience.

3. Employee engagement is a two-way process

Secure senior sponsorship for your employee engagement strategy and regularly respond to feedback received from the business. You will break down any cynicism from employees that initiatives are merely ‘box-ticking’ exercises. This seemingly small commitment from the senior team can go a long way to promoting a strong business ethos and is a good way for the leaders of your organisation to ensure they remain visible and approachable to all employees.

4. Employee engagement is not all about the big changes

Implementing your strategy does not always amount to a substantial investment. Often small changes – such as re-defining a job role, adapting the office environment, or responding to flexible working requests – can contribute to a happy workforce, where people feel that their individual working experiences are being considered. As opposed to a huge financial commitment, often it is enough to have a dedicated team or individual to listen to employees and keep the lines of communication open.

5. Bring the people into your business who will be receptive to the opportunities available

Within every business, there are the ‘go-getters’ as well as the people more reluctant to step outside of their comfort zone. While opportunities should be available to all, consider the people you are bringing into your business and whether these individuals will grab opportunities to learn and develop with both hands. Include high-performers within the hiring process to help recognise these favourable qualities in prospective employees and you will build a workforce of talented individuals keen for long-standing careers with your organisation.

In summary, the key to a successful employee engagement strategy is the relationship between employees and management. Open communication, joint buy-in and commitments, collaborative working and shared visions and values should be the foundation of this relationship, and this is often a commitment to change behaviours and attitudes, as opposed to a financial one.

Author: Anna Crowe, Employee Excellence Manager at Capita Resourcing

With eight years’ experience in the outsourced recruitment industry, Anna’s role as Employee Excellence Manager at Capita Resourcing involves defining, driving and implementing an employee engagement strategy which results in a happy, productive and cost effective workforce, with particular focus on establishing Capita as employer of choice, developing consistency and standardisation and retaining and motivating staff.