Now you can see how closely allied purpose and employee engagement are. The more you can align these three drivers of individual and organisational purpose the more engaged your employees will be, and the better your organisational performance.
It started before the “Great Recession” but that period of economic history has seen it proliferate even more. Certainly reports suggest the trend of hiring … Read more
Have you noticed how employee engagement statistics rarely change? It does not seem to matter who conducts the research or whether it applies to the … Read more
Employee ownership strengthens an employee’s sense of purpose and thereby changes their attitude, but it also helps break the tradition of looking at people purely as a cost and so reinforces the sense of autonomy that builds a virtuous cycle that perpetuates and solidifies the organisational alignment and hence the organisational integrity. Why would you not want to consider this – especially when you can do it at virtually no cost to either individual or organisation? It offers a better employee engagement remedy than anything else in the market.
Now you can understand why employee engagement is not an airy-fairy, feel-good concept that HR is trying to foist upon you, but an essential part of business and something that you are – or should be – doing as an integral part of leading your organisation. This is where engagement and success come together. Without employee engagement your success will always be limited.
The leader leads and the boss drives. Employee ownership links the life-investment your people are making in your organisation with a sense of shared purpose. It serves as a catalyst to create the autonomy, mastery and purpose that will deliver the well-being and emotional equity to secure employee engagement and sustain better performance and better results. It will thus enable you to stop driving and lead more effectively.
The divide between leadership and management is being perpetuated and exacerbated by our modern systems.
Increasingly sophisticated systems have accelerated business to the extent they have thrust decision-making ‘down-the-line’ and created what is popularly called distributed leadership or decision making. That is a good thing, but unfortunately, with their built-in and rigid controls to anticipate and cover every possibility, they have, paradoxically, also taken away the decision making capability from the people who operate them.
If nobody ever sets out to do a bad job, why do we need to spend so much time and effort controlling how people do/did their work?
All these massive benefits begin by simply recognising that employees are people and not resources.
A common theme in articles I have been reading this week is employer brand and the creation of places where people want to work. These … Read more