Drivers of Employee Engagement and Engagement Value Proposition

Introduction

Over the years one of the toughest challenges confronting the CEOs, HR and business leaders of many organization, has been how to ensure every day when their employees check-in, they do so not only physically but also mentally and emotionally. In short, they are engaged at work. It is important for the Human Resource systems in companies to be effectively clubbed with new processes to make employee engagement an end to end to practice. Engagement at work was conceptualized by Kahn (1990) as “harnessing of organizational members” selves to their work roles. Engagement is closely associated with the existing construction of job involvement (Brown 1996) and flow (Gruman, J 2011). Employers know that engaged employees are more productive and therefore, every organization needs to analyse the drivers of employee engagement. Outperforming and set new standards is what a highly engaged employee will consistently do. In the workplace research on employee engagement (Harter, Schmidt and Hayes, 2002) employers have frequently asked employees “whether they have the opportunity to do what they do best everyday”. Employee engagement cannot be enhanced only by crafting and executing effective talent strategies but their contribution and quality of output made by them also depends on their relationships with their colleagues, subordinates and seniors. It is a rudimentary need of human beings to belong and to be belonged. Such collaborations can be a major contributor to the success of a company.

With time, the mindset of employees has also shifted. With changes in terms of technology, ¹lifestyle, and demographics, the formula of workplace happiness has certainly changed and the kind of incentives that employees respond to have also changed. Employees these days are no longer engaged in doing the same job day in and out. Employees feel motivated when they are provided with opportunities for taking up new challenges, coupled with rewards and recognition. These are in fact some of the new priorities of the new age employee. These priorities are significant to employee engagement, and they are as crucial as supporting and developing the right kind of experience for your employees to create a meaningful workplace.

There is a discrete variance between behaviour’s exhibited by an employee who is engaged and disengaged.