Rules of Engagement

It’s funny how the term engagement means various things. With Valentines looming, first thoughts are of rings or weddings. The term “rules of engagement” can be a much more negative phrase perhaps evoking images of combat.

Unless you are encouraging romance at work or dealing with out and out combat between employees, the term engagement at work should mean something entirely different.

So what does engagement mean within the workplace and what are the “rules” of employee engagement?

An engaged employee is just that, engaged with their work, task, duties or project. Fully enthused or energised, motivated, happy, in flow, satisfied and therefore more likely to work for the better interest of the organisation.

Of course there are some jobs where engagement may naturally be perceived to be higher, where the work may be a vocation, teaching or nursing, charity work for example, or those dream jobs such as film stars or chocolate tasters!

But for those of us that live in the real world what are the “rules” of engagement that you can implement to create a culture of engaged, motivated, happy workers.

Positive culture

Set the tone in your organisation to one of positivity. Start meetings with what has gone well before the problems to be tackled. Develop strengths and well as overcoming weaknesses. Praise achievements big or small and lead by example.

It may seem small but it is valuable to consider your language. Do you speak positively or negatively? Do you say “try to achieve” or “you will or you can” achieve. If asked how you are, do you say “I’m alright” or you reply “I’m great” Language can set a tone in an organisation and effect behaviour. I liken this to being a mum of small girls. If I say “don’t drop the juice” it will fall to the floor. Likewise if I say “well done for carrying that juice so carefully” it will be carried safely and the carpet lives another day!

As a slightly stressed working mum, this is not the way it always happens and change involves conscious thought and habit forming, but it does work.

In the workplace when you are busy and up against tight deadlines do you say “let’s try” or list the consequences of failure or do you say we can deliver this, we will deliver this, you are a great team and it’s possible.

Do you set objectives with positive language such as “achieve excellent attention to detail” or do you write “make less mistakes”. Subtle I know but small changes can breed big results in terms of positive cultures and therefore employee engagement.

If you are reading this as a manager or leader in your organisation, lead by example. Take a minute to consider your own language and demeanour at work.

Recognition

In terms of engagement and motivation, recognition is a big factor. William James stated “The deepest principle of human nature is the craving to be appreciated”. What do you do in your organisation to recognise staff? Reward schemes, financial recognition, prizes or praise or a simple thank you for a job well done. When training on this topic I ask people to think about the last time they thanked an employee. Its often the case that at first thought the answer is ”yes I thank all the time”, but with deeper thought is a “thank you and have a good night” equivalent to a specific and detailed thank you for going above and beyond or public thank you for excellent work. There is no right answer on recognition as one size does not fit all, but whatever you do, do something to recognise the positive values and behaviours you want to uphold.

Development

The CIPD Outlook Survey 2013 revealed that two thirds of employees believe being considered for progression is crucial. Whether it be through your appraisal system, training and development plans, internal or external courses, mentoring or coaching; offering employees a chance to develop their skills or knowledge with a view to progression is vital for engagement. I have lost count of how many times employers have said to me there is no progression route so there is no point developing. My answer is always, you still need to develop people. An opportunity for a move may arise but more important is the individual feeling valued and invested in. The benefit to the organisation will always be increased skill or knowledge and this can never be a bad thing.

Employee Voice

How do your people talk? Kitchen, smoke area, across desks, workshops? Do they group together, do issues fester and grow? If so, work out if your employees need a voice to raise issues so they can be managed and solved. A happy workforce is an engaged workforce. Perhaps more importantly a voice is needed to raise ideas, suggestions, and efficiency improvements. If you don’t listen to your people, how will you hear the next potential innovative idea?

Try to find meaning

If you work in an organisation that has a wider impact then make sure this is known. If you make a part for medical equipment, give employees the full picture on how they make a difference. This can be surprisingly motivational for those wondering what it’s all about.

Coach

Autonomy is engaging, coaching breeds autonomy. As a Coach I see the impact of coaching daily and where individuals are encouraged to give an input rather than being told or directed the difference is marked both in result and generation of solutions.

To develop a truly engaged workforce you often need to first consider whether they are engaged. The only way to truly do this is ask, whether by survey or just talking to your people.

Mean while, it may just pay to remember your people are always your biggest asset. Show them some love this Valentines and consider how you can implement the “rules” of engagement.

Like romance, it’s often the small thoughts and gestures that can have the biggest impact.