What is most important in making engagement successful for the long term in organizations?

[Anil Saxena]

There are so many rich and interesting conversations that I have been reading so far.  One area that seems not to have as much attention is long term engagement. How do we ensure that engagement makes a lasting difference in an organization?  What are the keys to successful long term engagement? 

[Jacqueline M. Walters]

Thank you for posting the blogs Craig.

[Richard Lock]

For me, there are a myriad of tools, approaches and processes that will help employee engagement and are likley to have good results in the short to medium term. I suspect consistency of application is what provides the longer term solution and that is where it shifts to belief. In other words, the top people in an organisation need to have a fundamental belief in the business benefits of employee engagement. That belief becomes part of the culture and ultimately becomes simply the way things are done. The success then feeds on itself.

[Anil Saxena]

Richard,
Thanks for the response. I agree that commitment from the top is vital. Based on your experience, have you used any tools that enable that kind of commitment? What about tying business results to engagement?

[David Bowles]

Anil, from what I have observed, the most successfully long-term engaged organizations do indeed have one thing in common: they have, either formally or informally, a clear set of people-oriented values which drive their behavior towards the workforce, values which define how they want everyone to act. Examples would be honesty, fairness, courage, and so on. These are lived and breathed ever single day, not just written down or talked about in videos. They enforce these values! Every single decision is run through this filter, to make sure that it complies. Example: during this recession a former client had to cut costs and could easily have shut plants and laid people off. Instead they asked workers to work half time, which they did, to preserve the jobs of all. This same company, when exiting a manufacturing situation in a country far from their home several years before the recession, took 18 months before closing the plant and found everyone a job internally or externally. Their morale, which I measured for them for 10 years, was always increasing, they have won international awards for worker relations and they are one of the most profitable companies in the world in their field. Not long ago I asked the Chairman how he would react to a star performer violating the core values in some significant way, would there be an internal discussion as to whether the company could afford to lose such performance? He said immediately that the company would "separate from him" regardless of performance.

In looking at what they and others like them do, I always come back to their values as being key.

best

David
www.moraleatwork.com

[Paul Marciano]

My research suggests that the key to long-term engagement is rooted in a culture of respect. You must change the culture of the organization. You may be interested in checking out the recently released book by McGraw-Hill called "Carrots and Sticks Don't Work."

[David Bowles]

Paul could not agree more. Congrats and good luck with the new book!

best, David
www.moraleatwork.com

[Anil Saxena]

It sounds like there is a trend in the conversation about creating a culture of respect, trust, etc. In your experience, how do you align the culture to the strategy of the organization? What is the best method or methods to make sure that organizations are paying attention to and taking care of their culture?

[Craig Althof]

Anil, you must be a big fan of Socrates! Great question from you as always, now where to start?

First, to reference back to a recent discussion here, EE and Corporate Culture.

The question you pose hits a real sweet spot for me, or one of them. Vision / mission / strategy, and especially stated values, need to find their way down from the plaque on the wall. In too many organizations, these things are written in a foreign language as far as the people who really count are concerned.

My questions in return would be: how confident are we that the culture, as personified by stated values, is truly “shared”? Are the values understood, are they meaningful, have the constituents bought in? Do they live them? And, how well does leadership model the values?

If these questions cannot be favorably answered, go directly to jail-do not pass GO. Or, you can choose to put some meaning behind the values. I like this process, a little simplified:

1. Operationally define each of the culture elements (values). As much inclusion of all levels in this definition phase as possible! Involvement ensures ownership, builds commitment. Part of defining is identifying what the values look like in action, and what the result of the actions are—the benefits.
2. After reaching a common understanding of what all that values stuff really means, communicate the results over and over, via whatever channels work. Repetition builds retention.
3. Ensure accountability by making the behaviors that model these “shared” values a part of every person’s performance management plan. I know, I know- that is a huge can of worms, as many folks get shivers up their spine at the mere thought of PM….but that’s another topic!
4. Accountability assumes a certain level of holding each others’ feet to the fire. It baffles me that “expectations of the position” can be so wishy-washy!

The same basic process can be deployed to define accountabilities that support the VMS.

Clarity, accountability, follow-up and follow through. Piece of cake, right?

[Richard Lock]

I suggest you align strategy with culture to get the most congruent outcome rather than the other way round.

[Shelagh McIntyre]

My apologies - dont have the time to read through all of the many responses to this but wanted to add my two cents (forgive me if this is repetition to previous feedback) - evalutation. Frequent evaluation and modivication (as necessary) for success. Linked to this, effective communications regarding the engagement intitiative (what's going on, how its impactful/evaluated; changes based on feedback; asking for feedback). This way, the initiative maintains momentum, is current, impactful and 'out there'.

[Craig Althof]

Sure glad this discussion got another infusion!

Richard, you're raising an interesting point. Paraphrased, are you saying that culture is a given, and strategy cannot buck the culture? I don't feel really fuzzy about culture dictating strategy.

The question becomes...is culture predetermined-- it is what it is-- or can it be consciously molded to a degree? Evolution or creation?

If expectations are operationally defined and accountabilities clearly made, and people are provided the tools, knowledge and skills to deliver on those expectations, while some will still not play along most will. In my opinion, this includes behavioral expectations and accountabilities...culture can be intelligently crafted.

Just a thought...what do you think?

[Trevor Edwards]

Anil

I notice that my colleague Peter Hunter has responded to your question so I will only add that this. Unless the employees take ownership of the process and demonstrate to management, through the financial benefits that accrue, that it is in their best interests to support them, the effect will not be long lasting.

If you are interested in learning more and are based in Canada or N America we are running a series of webinars to introduce Peters methodology. Obviously anyone else reading this is also welcome to attend. Details and links to booking page is at http://tinyurl.com/2wbn8nu. NB we will be running further webinars for UK and European colleagues over the next month or two so watch this space.