Page 26 - Warwickers Communication Counts v2015
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26 EMPLOYEE ENGAGEMENT employee
engagement
What the research says matters:
1. The importance of senior leaders and
line managers communicating.
2. A strong sense of purpose
3. Autonomy through employee decision
rights and accountabilities
4. Compensation and benefits.
5. Opportunities for career
advancement and growth.
6. A people centric culture.
7. A sense of belonging
The communication solution lies in leaders having the right conversations – a formal and an
informal ongoing dialogue that connects with your people’s needs and interests:
1. Provide people with regular updates on the business context – about your market, your
performance and your strategy to navigate the tough times. How are you doing – what are
the numbers? How are the customers doing? How are your competitors doing? What are you
planning to do to survive and thrive in these times? How does this fit with your vision?
2. How do they fit in and how can they help? – Discuss how everyone directly or indirectly adds
value, talk about the behaviours that will make a difference, encourage process improvement
and ask for their help – involve people in generating solutions rather than talking about
problems.
3. Keep messages simple, balanced and honest - be positive but don’t make promises you
cannot keep. If you don’t have the answers say so. Don’t keep talking ‘burning platforms’,
create opportunities for change – move towards something new.
4. Spend extra time with middle managers and team leaders – support and equip them to
have the right conversations with their people and provide them with the tools to motivate
and empower.
engagement
What the research says matters:
1. The importance of senior leaders and
line managers communicating.
2. A strong sense of purpose
3. Autonomy through employee decision
rights and accountabilities
4. Compensation and benefits.
5. Opportunities for career
advancement and growth.
6. A people centric culture.
7. A sense of belonging
The communication solution lies in leaders having the right conversations – a formal and an
informal ongoing dialogue that connects with your people’s needs and interests:
1. Provide people with regular updates on the business context – about your market, your
performance and your strategy to navigate the tough times. How are you doing – what are
the numbers? How are the customers doing? How are your competitors doing? What are you
planning to do to survive and thrive in these times? How does this fit with your vision?
2. How do they fit in and how can they help? – Discuss how everyone directly or indirectly adds
value, talk about the behaviours that will make a difference, encourage process improvement
and ask for their help – involve people in generating solutions rather than talking about
problems.
3. Keep messages simple, balanced and honest - be positive but don’t make promises you
cannot keep. If you don’t have the answers say so. Don’t keep talking ‘burning platforms’,
create opportunities for change – move towards something new.
4. Spend extra time with middle managers and team leaders – support and equip them to
have the right conversations with their people and provide them with the tools to motivate
and empower.
