Why do people become engaged at work?

[Robert Morris]

I just read a book, The Talent Powered Organization, in which the authors (Peter Cheese, Robert Thomas, and Elizabeth Craig) identify drivers of engagement that (for “catchiness”) they refer to as the “Six Cs”: content, coping, compensation, community, congruence, and career. I think so highly of their insights on this critically important subject that I now provide a composite, extended excerpt:

“At the basic level, the first C that drives engagement is the actual content of a worker’s job [i.e. what she or he is asked to do]… This leads logically to the second C which is coping [with what is required within the given workplace under the given supervision]…The third C is compensation…whether the worker feels fairly rewarded for his or her contribution [and] whether the individual understands how he or she should be compensated through clear objectives and goals, understands how he or she was actually evaluated, and feels that the process is fair. The fourth C is community – what degree of positive social interaction and connect does the individual feel?…The fifth C is congruence – alignment of core values and culture, and meeting the expectations of the individual, as well as alignment of objectives…The last C is career – alignment between the career and life expectations of an individual in the short term as well as the longer term, and the opportunity he or she can see in the organization…There we have it. If we get all these right then we should have an engaged workforce.”

What do you think?

[Fiona Jamison]

Robert,

Thanks for sharing this with the group, it appears that this approach covers many of the elements of a generally accepted concept of employee engagement. I have not read the book but would be interested in what the authors say about generational differences? As our workforce ages and their expectations change in terms of career, flexibility and achievement - how does this model incorporate those shifts? And in line with that how are employers responding or planning for those shifts?

Fiona

[Robert Morris]

Thanks for responding, Fiona, and especially for the three questions you raise.

The authors of The Talent Powered Organization suggest that the "6 Cs" apply to all generations but that each C is viewed differenty by members of each generation. That is, there are generational differences in terms of how content,coping, compensation, etc. are defined and, more to the point, the relative importance of each to each generation. An estate planner I know once observed that until age 39 or 40, most people say "If I die...." and only when they are they are 39 or 40 do they begin to say "When I die...."

Enlightened employers understand all this and respond accordingly when recruiting and when competing with others who are attempting to hire any of the employer's people. Some are better at this than are others. By the way, James O'Toole and Edward Lawler co-authored a great source of information and advice, The New American Workplace. I highly recommend it.

Best regards, Bob

[Jennifer Gladden]

Comments relative to response and planning as Fiona asks would be greatly appreciated. How about looking at it from the employer and employee view. Personal responsibility, to me, is crucial in discussions of engagement.

jennifer

[Robert Morris]

Hello Jennifer.

Thanks for jumping into the discussion.

One IBM aphorism is to plan the work and then work the plan. This approach ensures focus. Employees prefer to be included in the planning process and thereby share ownership of the what, how, and by when decisions. I think that is a key to their subsequent engagement in the execution process. Also, employees will respond more favorably to constructive criticism during that process and, more importantly, in my opinion, they will also share ownership of the eventual results. Otherwise, they probably will not accept personal accountability for them.

Again, I am reminded of the power of first-person plural pronouns.

Our company, people, products, services,customers, challenges, opportunities, etc.

We believe in, are committed to, care about, are proud of, etc.

If you want to get a sense of how engaged a company's employees are, be alert to how frequently they use first-person plural pronouns when discussing their company, associates, etc.

Best regards, Bob

[Chuck Yorke]

Let's get a conversation going. I don't know if any of the "C"s drive engagement, they may help sustain it, or maybe some people just tolerate their compensation, community etc. I think people become engaged when they have input to how the work is done, what they can do with it, how they can improve it. I think "Why do people become engaged at work?" is a critical question (especially for this group) - I'd like to hear what others think.

Chuck

[Robert Morris]

Chuck:

Thanks for the comments.

One approach, perhaps, is to explain how you (Chuck) become engaged.

With all due respect to "experts" and "authorities,"sometimes what we think is true is of greatest interest and value to others.

So, what makes you become engaged?

I will respond to the same question after I give it some thought.

Best regards, Bob

[Terrence Seamon]

What gets me engaged?

Definitely the content. I am all about the work first.

Second is the customer. They are the reason for the work.

Then come the conditions. Conditions covers a whole gamut of things from the temperature in the office to having the flexibility to work from home as needed. Conditions can keep me engaged, or cause disengagement.

Supportive of my engagement is

- communication. Knowing what's going on. Not being surprised.

- consideration. Being treated with respect.

Terry

[Robert Morris]

Thanks, Terry.

Oliver Wendell Uolmes once affirmed the value of getting to "the other side of complexity" to understand "simple" truths and perhaps that is relevant to this multi-voice discussion.

Content: I look forward to getting to work each day and realize the value of what I do.

Coping: There are pressures to perform well, to produce the results expected of me, of course, but what I am expected to do is reasonable, doable, and important to my development as well as to the success of the enterprise. Whenever I need help, it is always there.

Compensation: I am paid fairly for what I do and continuously receive positive feedback that helps me to improve my performance. I receive recognition and praise when I deserve it and feel appreciated.

Community: I work in a pleasant environment and have what I need. I enjoy working with my associates and respect them. Those who supervise my work have high standards but are fair when measuring my performance after having made their expectations crystal clear.

Congruence: What I am asked to do is what I do best and enjoy most. Also, what I do helps our company to achieve its goals. I am challenged to improve my knowledge and skills, and my efforts to do so are encouraged and supported.

Career: I can achieve all of my career objectives in this organization if I choose to remain. Whatever lies ahead, the only limits on my opportunities are self-imposed.

[Terrence Seamon]

I came across another approach to engagement that breaks it down into C's:

"What engages employees the most or, The Ten C’s of employee
engagement"

By Gerard H. Seijts and Dan Crim
March/April 2006
Reprint # 9B06TB09

http://www.iveybusinessjournal.com/view_article.asp?intArticle_ID=616

Terry

[Vijay Kumar Shrotryia]

terrence....
good addition to Cs.....
why not ----------------------- Comfort, Coolness, cooperation, Come-what-may......

[Vijay Kumar Shrotryia]

You are right,,,, chuck,,,,lets keep converstion going....

[Vijay Kumar Shrotryia]

Robert

Good post....Thanx for providing this. Though these 6Cs include almost everything like McKinsey's 7S framework (for business Strategy), however we could further explore and and keep open our eyes and heart for more Cs.....for engagement...

cheers!

vijay