1. Executive Summary
4. What is Employee engagement?
5. Why is Employee engagement important?
6. Enablers, barriers and recommendations
1. Executive Summary
Employee engagement describes the involvement of people at all levels in positive two-way dialogue and action to increase productivity and to create a great place to work – where people find their work meaningful and are willing to work together towards the future success of Gaynor Boxes. A wide variety of research evidence supports the notion that staff who are engaged deliver higher productivity and organisational performance, increased operating and net profit, improved customer focus, lower levels of absenteeism and higher retention. An important driver of employee engagement is clarity of leadership vision and direction. While Gaynor has that vision, there is a challenge to engage all the members of the management team in this vision so that they in turn can lead the engagement of their staff. The strategy examines four themes as being the key enablers and barriers to employee engagement. Each of these themes is considered and recommendations are made which support the development of employee engagement. The recommendations are summarised below:
Trust in leadership
Trust can be shattered instantly when executives appear to suddenly change directions or seem to break promises. Building trust is a slower process. Executives must build trust by developing a clear vision of the organizations' future and communicating this to all employees. Work to secure the longer term leadership capability through inclusion of leadership as a core component of training (e.g. AMDP). An option could be to sponsor an award for best line manager as nominated by the departments. This could include categories that reflect some of the specific line management challenges for example best line manager for the development of potential, etc. Communication
Most organizations do well in terms of communication down from management to employees. What are often missing are mechanisms for employees to communicate up on a regular basis. Relying on a suggestion box and an annual employee survey just doesn't do the job. To ensure the upward flow of feedback are employee town meetings and quarterly briefs and surveys to capture the changing concerns of employees. Internal communications must ensure a steady flow of key messages to senior managers to support the development of understanding and debate around the strategic direction. Gaynor to use the Staff Survey data more extensively to inform its own understanding about how employee engagement varies within and between departments. This analysis could be used to inform the areas of focus for internal communications, development of the knowledge base activities and as material available to support leadership and management development activity.
Shared Decision Making
Gaynor management must encourage the active involvement of staff in the design, prioritisation and communication of employee engagement strategies. Sponsor a conference and awards event that will show case good practice, support knowledge sharing and recognise those whose work to build employee engagement. The awards and conference could be built around the themes of this employee engagement strategy. Career development
Engagement levels rise when there is a formal career development system that includes components such as formal career tracks, mobility systems to help employees move about in the organization, and annual career conversations. 2. Introduction
Gaynor Cartons has two concerns on the radar screen that could impact on its future. One is a market concern in that they are starting to face strong competition from small start up companies. The other is proposed changes to environmental legislation, which could, if passed into law; lead to the need for considerable and costly...
Bibliography: 1. A global study of over 50,000 employees found that those employees who are most engaged perform 20% better and they are 87% less likely to leave (Corporate Leadership Council 2004).
5. Engaged employees take an average of 2.69 sick days per year while the disengaged average 6.19 (Gallup 2003).
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