3 Steps to Increase Employee Engagement

I just facilitated a session for leaders at the University of MN on Employee Engagement. One of the challenges in today’s higher education system is the issue of funding. When many Universities and colleges rely on state funding, Higher Ed has seen it’s share of layoffs, cutbacks and furloughs. The outlook still looks bleak.

Managing in that type of an environment takes more than effort and commitment. It takes intention. Managers today experience the “stay and quit” syndrome. Employees simply give up, burnout, and just stay – because the job opportunities don’t seem to be as plentiful.

According to the Corporate Leadership Council (CLC), there are two types of commitment employees put forth: Rational and Emotional. Rational commitment is defined as “the extent in which employees believe that managers, teams and organizations have their self-interest in mind. Basically, do you care for me as a contributor to your organization? Emotional commitment is “the extent in which employees value, enjoy and believe in their jobs, organizations, teams and managers.” Sum it up – do I like you?

Both types of commitment impact Performance and Retention.
Being able to create both kinds of commitments for employees is important. If I have to pick one to focus on I go for Emotional Commitment. When this is present this seems to install a belief in the employee that allows them to connect and engage differently that just having the rational commitment present. When present, there is a “go above and beyond” effort displayed by employees. There is also a stronger desire to stay with the organization.

Here are three things to increase Emotional Commitment with your employees:
1. Be sure a line of sight is present. Make it explicit on how each employee’s contribution and output impacts the accomplishment of the organizations goals. Everyone from the C-suite to those that keep the place running day-to-day. Explicitly known.
2. Reinforce the values in which the organization holds true. Not just in formal communication and placards that hand on the wall, but through the ways in which you lead and manage your team. Answer the question, “How does the way in which I show up exemplify the values of our organization?”
3. Create the opportunity to get the pulse of your organization regularly. Not just through your annual satisfaction survey, but through Leader Listening Circles, Town Hall Meetings, and informal dialogue with employees. The key here is the ability to LISTEN. It’s not the time to defend, justify, and rationalize your decisions to the group. It’s a time to HEAR, feel, and get it (the pulse!).

Got it? Good.
Putting these measures in place will help you retain the really great employees you have, and it might just shift the curve of engagement in your favor!