Employee Engagement Overview

Engaged employees perform better than others.

Engaged employees are more likely to want to stay with their employer.

Engaged employees experience greater levels of personal well-being.

Engaged employees are more likely to perceive their workload to be more sustainable than others.

If an employee affirms the following, their level of engagement is likely to be high. - I know what is expected of me at work. - I have the materials and equipment I need to do my work right. - At work, I have the opportunity to do what I do best every day. - In the last seven (7) days, I have received recognition or praise for doing good work. - My supervisor, or someone at work, seems to care about me as a person.

There is someone at work who encourages my development. At work, my opinions seem to count.

The mission or purpose of my organization makes me feel my job is important. My associates or fellow employees are committed to doing quality work.

I have a best friend at work. In the last six (6) months, someone at work has talked to me about my progress. This last year, I have had opportunities at work to learn and grow.

Disengaged employees complain to not having the tools they need to do their jobs well, or did not know what was expected of them, and that their bosses do not listen to them.

The importance of effective management, clear and relevant communication, fairness, and employee well-being must be highlighted to avoid several barriers to employee engagement.

Engaged employees are likely to display high levels of commitment, but not all committed employees are actively engaged.

The following are the four (4) key enablers found in highly engaged organizations: Visible, empowering leadership providing a strong strategic narrative about the organization, where it has come from, and where it is going. Engaging managers who: - focus their people and give them scope; Treat their people as individuals; coach and stretch their people. Employee voice throughout the organization, for reinforcing and challenging views; between functions and externally; employees are seen as central to the solution.

How can organizations improve levels of engagement? The following areas are of fundamental importance to improve organizational engagement: - Good quality line management managers who care about their employees, treat them fairly, encourage them to perform well, take an interest in their career aspirations, and provide development opportunities.

Two-way, open communication allows employees to voice ideas and suggestions, and keeps employees informed about the things that are relevant to them.

Effective cooperation – between different departments and between management and trade unions.

Focus on employee development – providing training that employees need for their current role and fair access to development opportunities.

Commitment to employee well-being - taking health and safety seriously, working to minimize accidents, injuries, violence, and harassment, and taking effective action should a problem occur.

Clear, accessible HR policies and practices – senior management and line management commitment to appraisal, equal opportunities, and family friendliness.

Fair pay and benefits – in terms of comparison inside and outside the organization.

Harmonious working environment – encouraging employees to respect and help each other.

The challenge for multicultural organizations is to create and sustain an environment, culture, relationships, and work roles that enable and facilitate employee engagement.

Such diversity exactly relates to the tourism and hospitality workplace, and work-life balance, and empowerment to make decisions are important factors in the professional/working life.

Organizations have responded in ways designed to leverage organizational engagement.

Organizations that provide a workplace culture with the psychological conditions of meaningfulness (job enrichment and work-role fit), safety (supportive manager and co-workers), and availability (sufficient and suitable resources) are more likely to have engaged employees.

Organizations considered as an 'employer of choice' are more likely to attract and retain the best talent and have higher levels of engagement.

Beyond compensation and benefits, key retention factors include the mission and values of the company, treatment of people, learning and development opportunities, work-life balance policies and practices, and rewards to employees for their efforts.