Creating employee engagement

Employee involvement has always been an important part of the operation of enterprises but the approach to this issue has undergone a major evolution in recent times so well as close supervision of employees and perform their tasks was supplanted by the initiatives aimed at creating a motivating and friendly workplace. Given the fierce competition in the markets and the need for continuous change in organizations, motivation and personal initiative of workers have become an essential part of building a competitive advantage . This is evidenced by the fact that more than half of the largest and most significant international corporations implement projects and activities in the field of building employee engagement which have in the future contribute to the creation of competent teams able to effectively implement projects and strategic objectives. Only such an approach guarantees full utilization of the individual employees knowledge, qualifications and past experience.

It is often thought that the most important and usually sufficient way to motivate employees is a cash bonus and raise, but according to the theory of marginal utility there is a limit beyond further increase is not a source of motivation and the employee begins apply more attention to other non-wage aspects of their operation. Among these aspects can be distinguished, for example:

  • opportunity for professional development and advancement,
  • involvement in decision-making processes related to a specific team/department,
  • belief that senior management staff appreciates the work of staff or interesting and challenging tasks/objectives assigned by the direct manager,
  • innovative companies create new products/services.

Moreover, building employee motivation is not only to create an efficient system of motivation and the relationship between management and employees because its requires a general level activities across the organization such as change of organizational culture, image, mission and values of the company. The complexity of the activities in this field requires the involvement of a much larger group of people than just the management of the human resources departments, which are designed to coordinate and manage projects and requires the support and commitment of managers, senior managers and of course the workers themselves.

The complexity of projects in the field of lifting the involvement of employees and the amount involved in these groups mean that they cause many difficulties. According to a global survey conducted in 2005 by Melcrum, companies that have completed such projects among the main challenges and difficulties in their implementation listed:

  • change and adapting organizational culture companies to promote projects to build commitment,
  • building commitment and a sense of co-authorship among high-level managers and executives,
  • clear transfer issues relating to engagement.

Organizational culture is undoubtedly one of the key factors affecting the level of motivation of employees and therefore it should be developed in such a way to enable the continual growth of this commitment. Unfortunately, it often happens that it is unsuitable organizational culture and it is a demotivating factor which raises the need for the change and redefine the values and mission as well as vision of the company. Equally important in motivating employees is to engage and support from managers  both top- , medium- and low-order. Lack of commitment and support from management impossible to give the project sufficient rank and thus acquire the necessary resources for its implementation . The main tasks of the board during the implementation of such projects is to create a vision and supporting/promoting the project among employees as well as the allocation of tasks for managers and lower-level managers who know the needs of their employees and by direct contact have a significant impact on them. Involvement of managers and their belief in the desirability of the project is conducted in a powerful motivation of employees. The last of the problems mentioned by companies implementing projects improving employee engagement is equally right to define this commitment. These projects since they are not only aimed at increasing the involvement of all employees in all but are aimed at increasing the involvement of relevant staff in appropriate the most effective job.

A number of problems and a number of tools for increasing the involvement of employees making projects in this area extremely complicated and therefore the companies themselves are increasingly using the services of professional consultants with long experience in this field. Our involvement ensures the smooth and effective implementation of the incentive system and also through the number of other activities will drastically increase employee engagement.