Employee engagement – getting management and staff committed

Over the last few weeks, I have written on job burnout, preventing/dealing with job burnout and job engagement – please check related posts or click the links below for past articles on job burnout. Today however, I am taking a different dimension and will talk about getting support from your team (management and staff) to ensure employee engagement is done properly and will work.

Burnout is a problem and we desperately need to kick it out but all the information and advice given so far will be irrelevant and possibly lead to frustration if they don’t appear to be of any help to those who use it. The best way to make this work is if employers, management and staff are committed to making changes and getting employees engaged. Here’s why and how:

Management’s commitment
Management sometimes fail to understand the effect their management style and organisational structure has on their employees. For management to be committed to measuring levels of employee engagement in their organisation, management must first be trained and educated on the importance of employee engagement and the effect the lack of engagement has on the business and its finances. They should be made to understand that the employees’ state of mind, how they view themselves in their organisation and the support they receive from the organisation has a direct impact on how they carry out their jobs.

It is necessary to obtain knowledge of the current levels of engagement within your organisation. As a consultant or manager who reports to bigger powers such as decision makers, one of the best ways to measure engagement is via finances. You should explain in financial terms as this is what is most likely to get top management to act fast. Being able to show them how much they could lose or are losing due to having employees experiencing burnout seems a sure way to get management committed to the strategy.

Staff’s commitment
Staff often show lack of commitment when there is lack of trust and support from supervisors and managers – especially if concerns have been raised by staff and their concerns have not been considered or dealt with in the past. Staff when not appreciated are less likely to give their best. An organisation that has a long history of distrust among employees and management will experience more difficulty in getting staff to be committed to the changes they are about to bring.

To achieve staff commitment, it is important that both staff members and management are involved in the assessment of employee engagement. Staff need to trust that any issues raised and discovered will be dealt with as soon as possible and where this is not immediately possible, staff must be informed why and when the issues are likely to be dealt with. Involving them in all aspects of the assessment period, having policies in place to deal with the findings and giving feedback to staff members will make staff feel respected and accepted as part of the organisation.

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Read my other articles on job burnout
1. Job Burnout (Part 1) – Let’s talk about job burnout
2. Job Burnout (Part 2) – The effects of job burnout on individuals and businesses
3. Job Burnout (Part 3) – How to prevent / deal with burnout when you have no choice
4. Job Burnout (Part 4) – How to prevent / deal with burnout when you do have a choice