The rules of Your digital guide to boosting www.thomasinternational.net
It s no secret that there is a strong connection between the performance of an organisation and levels of amongst the workforce. Studies show that those organisations who have a highly engaged workforce benefit from higher productivity, revenues and profits. It shows on the bottom line in many ways. When people are engaged in their roles and the organisation they work for, it means better morale, a positive company culture, less absence, more innovation and greater productivity. A disengaged workforce is a costly and frustrating problem for many organisations. Is it time for a change in your The first step to making improvements is to measure and give your organisation a workplace healthcheck. A common issue with traditional surveys is that they don t provide up-to-date, actionable solutions, and one of the biggest mistakes you can make is to do little or nothing with the results. Regarding your survey as a tick in the box for tackling can be more damaging than doing nothing at all. Page 2 in your
We know that the thought of creating an strategy can seem overwhelming. So to help you, we ve put together this digital guide to talk you through the key things you need to consider. Employee is not a new topic, we all know that it s important and why, but measuring it and knowing what action to take is where the conversation starts to get interesting! Measuring within your workforce is the first step to making improvements, but before that, it s crucial to understand the drivers that contribute to the overall level of. What does an engaged look like? Displays a positive attitude and behaviour Takes pride in their work Loyal to the organisation A great advocate of the organisation to clients EMPLOYEE OF THE MONTH Willing to go the extra mile They feel heard and empowered to share ideas They understand the business vision and goals They know what is expected of them in their role They harness good working relationships Looks for opportunities to learn and grow Engaged s are more productive, drive the bottom line and inspire company innovation Page 3 in your
Measuring can be complex as it is made up of a number of different drivers, each contributing to the overall level of. Our research, with many thousands of people included, proves that reveals itself in three critical work dimensions: the relationships that s have in the workplace the role that they do the rewards they receive These critical dimensions are further captured in the Engage 7-drivers model of workplace. Each of these factors must be considered when conducting your survey. It can also help to plan for what it may look like in one, three and five years (or beyond) and plan for the skills that will be lost in that time. CHALLENGE Enjoyable and relevant work. FREEDOM Flexibility to choose and make decisions. CLARITY Clear goals and purpose. R OL E TOGETHERNESS Cooperation support and trust. VOICE R E Ideas and opinions respected. L A T I ON S H WORKPLACE ENGAGEMENT I P R E WA R D GROWTH Opportunities to develop. RECOGNITION Praise and appreciation. Page 4 in your
takes all of these factors into account, keeping it simple for you. The tool provides a structured and comprehensive health check for your organisation to establish the levels of within your workplace against those seven drivers, and then supports you with identifying actions for making any necessary improvements. Engage takes approximately 5 minutes to complete. It is easy to use so is accessible to all, ensuring that those who may be less tech savvy won t be put off taking part. Last but not least, Engage delivers a quick turnaround for results, enabling management teams to implement changes in a timely and effective way. will help you to identify: strengths vulnerabilities levels of by group a benchmark against other UK organisations actions to address vulnerabilities your organisational wellbeing factor management styles operating within your organisation Another useful way to understand your workplace levels is to compare yourself with other organisations. The Engage report will show you how your organisation compares to a UK benchmark overall, and against the various drivers. Our top three tips before you start: 1. Get senior management buy-in from the very outset your s are more likely to respond if they believe that senior management is not only listening to their concerns, but are prepared to act on them. 2. Which leads perfectly onto our second tip you must be prepared to act on the results. If you don t, the whole process loses credibility and can actually have the opposite of the desired effect. 3. Engagement is a continuous strategy when the process is continuous, becomes part of your culture. We have continually highlighted the importance of requiring actionable results, so let s now take a look at next steps. Page 5 in your
What action Sending out your survey and then presuming that you ve successfully addressed your s could be counterproductive and more damaging than doing nothing at all. Be prepared to action a meaningful follow up on the results. The Thomas Engage report provides you with accessible and practical guidelines that can form the basis of your next steps to improving in your organisation. The report also provides recommendations specifically for leadership and organisational change. Making it simple Your Engage report will provide analysis and recommended actions against each of the three key drivers. Below are some snippets from the Role analysis of a sample report: Page 7 in your
in your Our expert consultants are on hand to guide you through the process of improving levels in your organisation. Call us on 01628 475 366 Thomas International UK Ltd Harris House 17 West Street Marlow Buckinghamshire SL7 2LS Click here to download a full sample Engage report. Page 8 in your