Since the 1990s employee engagement has been a hot topic among organizational leaders, managers, and those who feel supported by them. In Google, a quick search for “employee engagement” produced 1,180,000 results in 0.09 seconds.
In the University of Manitoba’s Strategic Planning Framework, we see deliberate and purposeful inclusion of employee engagement: To prevail as an outstanding employer and “to remain vital and productive, we must recruit, retain and develop committed and engaged faculty and staff. We will commit to making this a priority throughout the university.”[1]
In the November 18th 2010 edition of Financial Post Executive, Miles D. White, (Abbott Chair/CEO) is quoted as saying: “I repeat: Today we’re in an all-out war for reputation….”[2] According to the Reputation Institute one critical component that contributes to an organization’s reputation is the extent to which employees are engaged, feel engaged, and are able to deliver on a company or an organization’s strategy. Employee engagement is also at the core of the Best Employers list compiled by Aon Hewitt, a global HR consulting and outsourcing firm.[3]
What then does employee engagement mean? What factors influence employee engagement? The report by John Gibbons[4] on behalf of the Conference Board of Canada is perhaps one of the more comprehensive secondary data research done on this topic. Between 2003 and 2006, researchers, academics, and practitioners have emphasized one or a combination of three significant employee engagement themes.\
Employees’ “cognitive connection to the work and subsequent behaviors that they demonstrate on the job”Employees’ emotional attachment to their work or organization
Employees’ willingness to expend discretionary effort on the job
Accordingly, the Conference Board of Canadaproposed the following definition of employee engagement:
“Employee engagement is a heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or co-workers that, in turn, influences him/her to apply additional discretional effort to his/her work.” (p. 5)
Eight Factors Influencing Employee Engagement
According to John Gibbons, of the 12 major research studies that were published between 2003 and 2006, eight different factors were identified as influencing employee engagement by at least four of the studies.
1. Trust and Integrity– these influence the degree to which the employee feels that “members of the management team are concerned about their well being of their employees, tell the truth, communicate difficult messages well, listen to employees and follow through with action, and demonstrate the company’s expressed goals and values through their own personal behavior” (p. 6).
2. Nature of the Job – this refers to the day to day work of the employee, “the degree to which she/he derives emotional and mental stimulation from their work and opportunities to participate in decision-making” (p.6).
3. Line-of-Sight between Individual Performance and Company Performance - this refers to “how well the employee understands the company’s goals, is aware of its overall performance, and most importantly, know how his/her individual contribution impacts this performance” (p.6).
4. Career Growth Opportunities – this is the degree to which an employee feels that there are future opportunities for career growth and promotion within the company.
5. Pride About the Company –this refers to the “amount of self-esteem than an employee derives from being associated with her/his company” (p. 6). This is also linked to behaviors such as recommending the company to prospective customers and employers.
6. Coworkers/Team Members –this factor recognizes the significance of the influence that an employees’ colleagues have on his/her level of employee engagement.
7. Employee Development –not to be confused with career development, this factor refers to the “degree to which an employee feels that specific efforts are being made by their company or manager to develop employee skills” (p. 6).
8. Personal Relationship with One’s Manager –this refers to the degree to which an employee values the relationship that she/he has with his/her direct manager.
The Corporate Leadership Council (2004)[5] discovered that emotional factors such as one’s relationship with one’s manager, and pride in one’s work had FOUR times greater impact on discretionary work effort that did rational drivers, such as pay and benefits.
Another organization with significant work on engagement is Gallup,with 30 years of research involving more than 17 million employees, identifying 12 core elements.[6]
What Are Our Next Steps?
We want to hear from you. We intend to identify and collect what you think are relevant and significant factors that enable the U of M to be an outstanding workplace. At the same time, we also want to hear what we can do better and what we can collectively do to make this ‘better’ place a reality. The information that you provide will form the framework and plan of action on the basis of what you have identified as being ‘high priorities’.
Focus Groups: Please consider attending a focus group to provide your thoughts and perspectives. We invite your input and feedback to two critical questions:
1. I value working here because…
2. To make working here a more fulfilling experience, I would like to see…
Please see our focus group schedule, find a day and time that is suitable for you and join us.
Web Survey: 10-minute Survey. We also invite you to share your responses to these questions by clicking on this link to the online survey. Please note that all responses are anonymous.
Thank You
For more information on emerging themes gathered from voices heard thus far, go to our online documentation.
[1] See the University of Manitoba's Strategic Planning Framework.
[2] Read more: "Bullet-Proofing Your Reputation"
[3] Read more: "Canada's Best 50 Employers"
[4] Read more: Conference Board Report
[5] Read more: "Performance & Retention Through Employee Engagement"
[6] Read more: "Employee Engagement Overview Brochure"