The Trifecta of Engagement

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In March 2013, the Human Capital Institute (HCI) and Achievers partnered to develop an original research report exploring how

employee engagement is fundamentally created and sustained through three key elements, the Trifecta of Engagement- the organization/senior leaders, the manager, and the employee.

Independent of one another, none of these groups can build and support employee engagement on their own. Rather, there must be a collective effort among all three in order to drive engagement.

A 32-item survey was designed and distributed to 4,000 HCI members to produce the foundational knowledge for this research, and more than 300 responses were received from organizations around the world. While it's important to understand what organizations can offer to foster employee engagement, or what managers can do, this research identifies the importance of recognizing how these components work together to deliver on engagement initiatives. When high levels of employee engagement are achieved, an organization can expect increased performance, dedication, and productivity on behalf of its workforce.

This report profiles the levels of employee engagement that exist in organizations and validates the positive outcomes.

Most notably, they compared Highly Engaged employees (HE) with Low Engaged employees (LE) and found striking differences in the behaviors and outcomes they experience. Notably, HEs are positively correlated with these specific behaviors and outcomes:

  • Senior leaders authentically "walk the talk" of organizational values.
  • Managers actively and consistently acknowledge employee contributions.
  • Employees capitalize on development opportunities to broaden skill-sets.
  • Employees have increased energy, enthusiasm and pride in their work.

These findings subsequently create positive outcomes that include higher productivity, a propensity to favorably impact customer satisfaction, higher revenues, and improved profitability.

Another key aspect of highly engaged employees is their likelihood to remain at an organization for a longer period of time, which reduces turnover costs and provides greater continuity and organizational efficiency.

In addition to analyzing the behaviors of senior leaders, managers, and employees, their research indicated that there are several critical workplace characteristics that drive employee engagement as well:

  • Challenging and exciting work
  • An environment of mutual respect
  • Openness to new ideas and collaborative processes
  • Clear communication about how every organizational role contributes to business success

About the research partners

Achievers: Business success starts with employees; Employee SuccessTM starts with Achievers. Our award-winning software includes all the tools you need to increase engagement and inspire performance by aligning employees to the organization and developing leaders to be better coaches-all on one platform. The Achievers suite of engagement and performance management tools is cloud-based, completely secure, and configurable to any HR system. We align your global workforce across every device, in every location. Find out why some of the world's most engaged companies trust Achievers to amplify their Employee Success. www.achievers.com

HCI is the global association for strategic talent management and new economy leadership, and a clearinghouse for best practices and new ideas. Our network of expert practitioners, Fortune 1000 and Global 2000 corporations, government agencies, global consultants and business schools contribute a stream of constantly evolving information, the best of which is organized, analyzed and shared with members through HCI communities, research, education and events. www.hci.org

 

The Trifecta of Engagement

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