Engage Employees

The dynamics of our global economy are increasingly complex.  The global nature of business, significant market fluctuations, e-commerce, revolutionary technology, and an aging workforce are just some of the factors influencing the relationship between organizations and their employees.  To ensure that your organization adapts and succeeds, it is critical that your most important resource – your employees and your managers – be engaged.

Engagement doesn’t just happen; it is nurtured and sustained through leadership, commitment of resources, and management support.  How do you know if you are engaging your organization’s leaders and employees?  You measure it – and that is where Questar can help.

Satisfaction vs. Engagement

In the last decade, there has been a growing realization that employee engagement, more so than satisfaction, has the strongest relationship to productivity and performance.  Personal satisfaction may or may not relate to how productive you are, or how loyal you are to your company and your job.  Research shows that it is engaged employees who are not only satisfied, but also take pride in their work and their companies, are more enthusiastic and productive, and stay longer.

What Drives Engagement?

Our research has shown that senior leadership and an organization’s vision/values are the foundation for engagement.  Springing from that foundation are issues around the job, the work environment, the people with whom you work, and how valued you feel.  The importance of each of these may differ slightly from company to company, but all are key factors in defining engagement.  Working together, they produce the high performance that leads to meaningful business results.

Questar has found links between engagement and several other factors:

Turnover:  In a recent study based on one client’s employee opinion survey data, we found that engagement was roughly twice as predictive of intent to leave as job satisfaction alone.

Sales:   One retail client found that stores with highly engaged employees delivered same-store sales increases that were eight times higher than stores with low engagement levels.

Customer Satisfaction:   In a call center, we identified the key areas of engagement that differentiated top-performing service reps from their average-performing coworkers.

Quality:   For one of our large manufacturing clients, we found that plants with highly engaged employees had significantly fewer returned materials and significantly higher error-free products than plants with lower engagement scores. 

Today’s economy and the nature of the marketplace clearly demand the maintenance of a loyal, productive and engaged workforce.  Leader behaviors that engage employees both rationally and emotionally simply make good business sense.

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