A committed employee will do more work and better quality for less money. 

The employer can influence the employee’s engagement from 50%.

A good employee is a treasure, a bad one is a curse. At first glance there is no difference.

A committed employee works well even when no one is looking. He works better than he’s obliged.

We can improve performance by increasing demands or increasing engagement.

If we increase demands, we need to increase control. A more committed employee gets the self-improvement, it is not necessary to increase control.

Engagement – the most effective way to increase employees’ performance

Engagement is in the hands of the employer in half. It depends on what the working environment he creates and how the employees are treated. Key factors are the culture of organisation and the style of leadership.

Engagement is also a matter of an employee. It depends on his personal values, qualities and skills.

Engagement is a matter of choice. Organisation creates environment, the employee decides. A small percentage of people remain committed even if the organisation does not create favourable conditions as well as a small number of people are not engaged in a favourable environment.

The employees’ engagement in an organisation is determined by 5 conditions – factors.

1. Meaning of the work

Is work for you just doing tasks and goals, or do you see anything behind it? Do you have the opportunity to see how your work is changing the world, contributing to the satisfaction of people outside of your business, creating value? If so, then you see the meaning of your work.

2. Autonomy

Autonomy is not anarchy. It’s freedom of choice within the barriers. If you have the opportunity to do your job in a way that leads to the best results and benefit the organisation, then you have autonomy.

3. Personal growth

If your work offers you the opportunity to learn new things, then this condition is fulfilled. Routine leads to boredom and stagnation. Even in seemingly dull activities, opportunities for growth can be found. Even in belt production it is possible to optimise something.

4. Impact

Do you see the immediate results of your work? Do you know about your surroundings when you do something and vice versa? Then your work has an impact. Praise motivates the most. Criticism is also useful. The worst is disinterest.

5. Belonging

The vast majority of people need social ties. We want to belong, be part of the whole. If this is what the working environment offers to us we are willing to return it with our engagement.

How to build engagement in a company?

Employees’ engagement is in our hands. Often engagement is confused with satisfaction. Engagements can’t be achieved by higher salary, benefits, perks, benevolence, or lower employee entitlements.

1. Measure engagement

Not everything in the world can be accurately measured. But most things make sense to try. There are ways to reveal how people are engaged. The most accurate results are provided by team assessment methods.

2. Discover contexts

Find out how engagement depends on other environmental characteristics in your organisation. Look for a connection with the culture of the organisation and the way it works with people.

3. Create a strategy

Create an ideal image of your organisation in terms of culture and leadership. Think about how to develop the fulfillment of 5 factors of engagement. Plan the process.

4. Realize

Follow the plan and be ready to change it. The organisation will respond and you should be able to adapt your process to the progress.

5. Again, measure and start again

Once you’ve finished the plan, look back and evaluate what’s good and what’s less good. Recheck the engagement and proceed from the first point.

Building an organisational culture and developing engagement is an endless process.

It’s working with a living system that’s evolving.

If you want to have results, you can not stop. But it’s the cheapest way to increase your organisation’s performance.