Apart from their customer-focused relationship marketing activities, companies must focus on the top drivers of employee engagement and retention to improve their organisational success, according to a research report conducted by WarrenShepell and Canadian HR Reporter.
The companies' research revealed seven key indicators of employee engagement, all of which contribute to corporate success. Key signs that employees are engaged and happy are when:
- They trust senior management;
- They are asked for their ideas and opinions on important matters;
- They clearly understand the organisation's vision and strategic direction;
- They trust their supervisors;
- They receive recognition and praise for good work;
- The have a say in decisions that affect their work;
- They perceive their supervisors as caring and considerate.
According to John Hobel, acting publisher and editor of Canadian HR Reporter, "These top seven factors derived from the research provide a checklist for organisations to use when reviewing their own success in dealing with satisfaction, retention and workplace mental health issues."
According to the survey, when business leaders were asked which of the top seven workplace characteristics were present in Canadian workplaces to a "large or very large" extent:
- 37% of employees trust senior management;
- Less than 50% are asked for their ideas and opinions on important matters;
- 33% of employees clearly understand their organisation's vision or strategic direction;
- 42% of employees trust their supervisors;
- Less than 50% receive recognition and praise for good work;
- 34% of employees have a say in decisions that affect their work;
- 45% of employees perceive their supervisors as caring and considerate.
The survey report concludes that, while business leaders clearly recognise the importance of the top seven factors affecting employee engagement and loyalty, there is still a significant gap between what employees need and what is being provided in the workplace. The report also suggests that companies should be placing a greater emphasis on providing an atmosphere of trust, input and two-way communication between employees and all levels of management.
Hobel concluded: "It's interesting that money, often mistakenly perceived to be one of the top reasons employees stay in their jobs, is not even in the top seven. There are many misconceptions about what job and workplace factors are the most engaging."
For additional information:
· Visit HR Reporter at http://www.hrreporter.com
· Visit WarrenShepell at http://www.warrenshepell.com