Engagement refers to the commitment employees feel toward their organization (eg, their willingness to recommend it to friends and family, their pride in working for it, and their intentions to remain a part of it). But it’s also about employees’ discretionary effort – their willingness to go above and beyond the call of duty or go the extra mile for the organization. Right now, as organizations need to do more with less and strive for greater efficiency, tapping into the discretionary effort of employees is more essential than ever.
While necessary, engagement alone is not sufficient for achieving maximum levels of individual and organizational effectiveness. Indeed, many organizations characterized by high levels of employee engagement still struggle with performance issues. Leaders must not only engage and motivate employees but also enable them to channel their efforts productively.
In an enabled workforce, employees are in roles that optimize their skills, abilities, and interests. Likewise, employees have the essential resources to get the job done (eg, information, technology, tools and equipment, financial support), and they are able to focus on their key responsibilities without wasting time navigating obstacles in the work environment, such as procedural restrictions and non-essential tasks.
Companies that consistently focus on people as their most important asset are likely to foster the employee engagement and employee enablement necessary to cope with economic challenges and set the stage for enhanced performance as the economy recovers. Hay study results and consulting experience show, when it comes to employee issues, a downturn is not the time to take your eye off the ball. Organizations that follow the lead of Most Admired Companies and put people first in both good times and bad times will be rewarded with employee loyalty and motivation to drive sustained performance.
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