What’s better than engagement?

Employee engagement is held up as a key element to corporate success. It is important that employees have a sense of connection with the organization. But what about connecting the organization to the employee? What about the rapidly changing work environment, is employee engagement still enough? Or is it time to focus on something more?

While the general concept of engagement is a wonderful thing, unfortunately it is often regarded in a mechanical view of the corporate world: The Do loop of sacrifice & compensation. In this context the very word “engagement” takes on its mechanical connotation. A clutch is something you engage. Employee engagement seeks to make sure that each individual gear is meshed smoothly with the corporate cogs.

With a line drawn between work and life there is no real balance to be found between the two. How can an employee be engaged at work when they are forced to leave life at the door? What does it matter when what matters doesn’t matter?

And the situation degrades further when economic conditions worsen. The work side gets jammed with more pressure to Do, and employees are just thankful to have the problem and not the less fortunate alternative. Too often employees are thought to be engaged in their work when all they are is married to their job.

It’s important that employees are personally connected with the organization. But if people aren’t able to fully be who they are in their work, the most that engagement will ever produce is mediocrity. Real success is not found in connecting the individual to the organization.

The key is in making sure that within the organization
each individual remains connected to who they are.

So, what goes beyond employee engagement?

It’s not just about engagement; it’s about expression & enrichment: The Be-Do loop. Is an individual able to work in a way that builds upon and expresses who they are? Are individuals enriched by their work, do they become more from what they do?

“The highest reward for a man’s toil is not what he gets out of it
but what he becomes by it.”
  John Ruskin

This isn’t a management issue. It’s not an HR issue. This is a leadership issue, and that means it’s the responsibility of each individual who comprises the organization. In the network of relationships and interactions each person must be wholly regarded and respected for who they are, not just perceived as the piece of them that shows up for work.

What are your suggestions? How do we go beyond engagement to create a more fulfilling workplace? Are you engaged in your work? Is your work an expression of who you are? Are you enriched by your work? Are you there to make a living or to make a difference? How does an organization create a corporate culture that recognizes each individual for their intrinsic worth and not just their value to the corporation? What’s better than employee engagement?

Photo courtesy of AESThetic Photography

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2 comments on “What’s better than engagement?

  1. Curt Larson says:

    I believe the best way to get employee engagement is to hire professionals then treat them that way, ie whenever they have an idea, hear them out and challenge yourself (leader) to take something good from it, not matter how bad you may tho k the idea is. I promise you the employee will think “Wow, (s)he values my opinion, I will be responsible for I suggest and ask for!

    • Cybuhr says:

      Thanks for the insights, Curt! You identified a couple key items, first is listening. By listening with respect and response the leader as a representative of the organization connects with the individual. The other thing you pointed out is responsibility. When a person is heard and respected for who they are, and they see that who they are matters to the organization, then they will be willing to take responsibility for their actions within the organization. I would add that authenticity holds all this together. If the leader isn’t sincere in their listening it’s not really listening, just hearing, and it will only disconnect and disengage the individual.

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