One of the ways to make a difference straight away is to make sure that we have staff that are ‘’engaged’’ but what does that mean?
There is no official description of engaged but some of the characteristics of an engaged employee could be, ‘positive and pro-active, be enthusiastic, dedicated, use their initiative, feel included and be able to recognise their value to the Organisation and the value of others’.
The result of fostering these attributes is that staff will be happier, more satisfied with their role and work place. They will suffer less from stress and feel better about themselves. We believe everyone at all levels within the Organisation has a role to play. This includes organisational structures which encourage open communication, the exchange of ideas and feedback; behaviours which facilitate inclusivity, empathic management, trust and collaborative working, and staff developing themselves, through opportunities created by their Leaders, to meet the current needs of the working environment.
Staff development programmes designed to reduce stress, better manage time and build resilience will significantly contribute to engagement, particularly when other components of engagement are created.
The point is that Engagement is truly collaborative. Staff involved with the managers creating conducive conditions, and mangers involved in supporting the staff to develop themselves by accessing relevant training and personal development.
12 Ideas for Engaging your People
1. Create clear line of sight where the team know how their work activity and purpose fits into the Organisations vision, mission and objectives.
2. Learn to shift your perception so that you can fully appreciate that thoughts are not everything, but how you respond to them is.
3. Illustrate support for your Team through being fully present for them during meetings and wider. Work in their best interests; be honest, open, positive and realistic.
4. Trust the wisdom of the workforce by encouraging the team to share ideas, views and generous feedback. Appreciate the intelligence and skill of team members.
5. Remain resilient, maintaining your own energy and following personal routines which support you to support your team.
6. Develop your self-awareness, know who you are and how you operate, know your own operating systems and default modes.
7. Communicate clearly and check your messages are understood. Share why decisions have been made and listen actively to responses. Once outcomes have been set, discuss process.
8. Use your People Skills and Purposeful Practice to inspire motivate energise and support your team
9. Be committed to giving your teams the opportunity to be the best they can be. If this requires discussion about poor performance do so from this mind set.
10. Help teams to manage their own performance, foster team independence by developing team member’s interdependence. Provide the team with valuable information on progress.
11. Coach your team to recognise success and to absorb it. Help them to recognise the small achievements and show how these fit into the bigger picture.
12. Know your team’s role within the Organisation and communicate your Teams purpose, ideas and achievements upwards. Seek support from outside the department where it can add value.