Want Engagement? Hold Your Managers Responsible!

[Derek Irvine]

In a recent article in BusinessWeek, Michelle Conlin wrote well on the link between employee engagement and the bottom line, citing examples from Campbell Soup, Best Buy and JC Penney.

But it’s her final point, based on an example from Stryker, a medical technology company, that is critical yet rarely raised in discussing how to create an environment in which employees can become engaged.

"At Stryker, pay and promotions are based in part on the engagement scores of a manager's direct reports. That, in essence, forces the bosses to double as optimism ministers. Says Rude: 'People get jobs and lose jobs because of their ability to engage teams.'"

The debate continues to rage on who is responsible for employee engagement – the company or the employee. I believe the company is responsible for creating an environment in which an employee wants to and can engage. Stryker has achieved a nice balance and clearly understands that managers are the front line for creating an “engaging environment.” Our strategic recognition approach strongly advises managers be held accountable through KPIs or MBOs to ensure they are actively, continually and appropriately recognizing employees for the behaviors and actions that demonstrate the company values in achievement of the strategic objectives. Managers should also be held accountable for encouraging their employees to recognize peers as well.

By fostering a culture of appreciation, companies also create environments in which employees understand the importance and value of their everyday efforts in the company’s success. What could be more engaging than that?

[Derek Irvine]

100% correct, David -- what's needed is measurement but also, as I believe we're stressing, clear, strong accountability for clear actions. As you said after the Barcelona conference, it is not helpful to be focused on surveys for the sake of surveys.

Your direct quote was: “Question questions. Do we believe the answer to employee engagement is asking another question or a better question or should we call surveys into question? Yes, I know the importance of data and research but I see far too many surveys that result in bell curves and depleted precious resources that could heighten rather than just measure engagement.”

That gets to the heart of why I believe we are all pursuing employee recognition and engagement initiatives – to change the culture of our companies into one of appreciation in which all employees are focused on the strategic objectives and working to achieve them by performing their jobs in a way that demonstrates and reflects the company values.

This last comes from a post I did on the Globoblog last June based on your "Question Questions" thought: http://globoforce.blogspot.com/2009/06/measuring-to-drive-change-not-just.html

[David Zinger]

Derek:

I appreciate the point on measurement and meaning. I get concerned when measurement is confused with engagement or it taxes the resources. At times it all seems to be a variation on the bell curve and the resources may be better spent in taking action. When measurement leads to taking action that seems okay to me. Thanks for the points and reference to Steve's work.

David

[Derek Irvine]

I would say managers are also accountable to their employees (those they are responsible for). Thinking in terms of Steve Kerr's idea of the "irony of scarcity" -- engagement is something is not in short supply, it's limitless, you can do, have, get it any time you wish. However, precisely because of this availability - it can be hard to get managers to focus on the task. Whereas compensation, which is very clearly in short supply and limited, will get tremendous attention and energy focused on it to get the balance right, getting the most out of the limited supply.

As Steve says (quote and source below), if you measure it, you instantly make it clear that "it" is valuable. That is why measurement of engagement and, critically, taking action on the results is so vital to fostering a culture of engagement.

“Ironically because we’re so attached to the idea that value comes from scarcity….their unlimited availability [content rewards] – may be why so many managers underutilize them. Never underestimate the power of metrics to signal that something is important.”
Steve Kerr
Former CLO at GE & Goldman Sachs
- Reward Systems -
(Harvard Business Press 2009)

[Stuart H. Marion]

Managers are critical to those they are responsible for. They are also supposed to be accountable to those they report to. These issues apply to both line managers and senior managers. We all must concentrate on developing those reporting to us, while learning from the senior leadership. But it starts at the top! Employee Engagement must be communicated, but also practiced from the highest levels.

[Christina Xavier]

I believe that engagement needs to come from the top of the house. If the leadership team demonstrates engagement it will triggle down to the rest of the team and become contagious. Most employees seem to take things more seriously once leadership demonstrates their engagement and passion for any given initiative.

[David Zinger]

Jon,
I like the quote on bad attitude will be unacceptable as a bad smell. I would not teach everyone NLP in school but it could be an invitation to learn the approach --- that's all I will say so as not to lose the forum focus.

Derek,

I would agree so much with expectations and support of managers. It seems that many organizations and managers forget they are employees too! All the principles and practices of sound employee engagement also apply to manager and supervisors. So many managers are taxed to the max that I believe organizations should attune to the amount of energy available to managers to take on projects and initiatives. (By the way I loved how the incendiary title got me fired up...thank you).

[Jon Ingham]

Derek, I actually think you were spot on, as usual.

Doug, I don't think most people understand they can control and change their attitudes.

I think this will change over time. I'm reminded of a quote I saw quit some time ago - and sorry but I can't remember who made it - that in the future it will become as unacceptable for someone to have a bad attitude as a bad smell.

The solution - teach everyone NLP while they're still at school!

(Readers - I know a lot of you will strngly disagree with that last comment - let's be careful not to loose the focus of Derek's forum!)

[Derek Irvine]

Jon, exactly. Managers have a responsibility to their teams. That responsibility includes creating an environment where employees want to engage. In the ideal world, all managers are great at this. In reality, we know this is not true. As Terry says, there is a partnership at work, and we need to make sure managers are holding up their end. This does not mean it has to be punitive (my blog title was a little incendiary, it seems), but it does mean top leadership must clearly convey what is expected of managers in this aspect and support them in achieving it.

[Doug Shaw]

Jon, I found your comment very interesting. In support of it, I recently spent a little time discussing change with Chris Boardman, Olympic Gold Medal winning time trial cyslist. His main point was all about attitude, and the fact that you choose yours. You control it. He saw it as very powerful. I think he is right, and I think you are too with your observation about people finding it difficult to do much with their attitude. Why do you think people find it difficult, and is it something we should actively focus more effort on, in practice? After all, it helped Boardman break a bunch of records and bring home a gold medal.

[Jon Ingham]

Absolutely.