Employee Engagement is like a Jellyfish

I find that when I talk about employee engagement, the person I’m talking to wants to know what I think engagement is. The definition of employee engagement is nebulous -- no one seems to be able to clearly define it. 

Last week, I as talking with a very smart woman whose position is to strategically think ahead of the curve of her industry and help propel her company ahead of the competition through innovation and transformation. She asked me what I thought engagement meant. My answer was not nearly as clear as I wish it could have been, but it got me thinking… employee engagement is like a jellyfish. 

Last week, Towers Watson released their 2012 Global Workforce Study. Survey data indicates the critical tipping point for business is their ability to maintain engagement over time – or ‘sustained engagement’.

Their survey also revealed that even companies that understand the importance of engagement are falling short. Companies with low traditional engagement had an average operating margin of 10%, high traditional engagement companies had over 14% while companies with high sustainable engagement enjoyed an operating margin of 27%.

David Cameron, the Prime Minster of Britain, put employee engagement in the headlines with his open letter in the UK Times announcing the launch of an employee engagement task force (EngageforSuccess.org).  He is calling for businesses to use employee engagement to “improve productivity and performance in the UK, and thereby stimulate economic growth.”

All very interesting information, but I digress.  So, how is sustainable engagement like a jellyfish?  Yes, I added sustainable.

·      THEY HAVE PERFECT SYMMETRY:

o   Jellyfish bodies radiate from their central axis in perfect symmetry allowing them to detect food and protect themselves from predators.

o   Employee engagement should start from the central axis or business goals, radiating out in perfect symmetry where all employees are empowered and valued both inside and outside of work.  This holistic approach must be the foundation for any engagement strategy.

·      THEY ARE FLUID: 

o   Jellyfish are fluid -- made of 95% water. 

o   Employee engagement should be fluid and evolving. As your employees demographics, business goals, economic stresses change and are introduced, your strategy must also change.  Be sure you are taking the temperature of what matters most to your employees.  It’s not about giving them anything they want, but making sure they have what they need.

·      THEY MOVE WITH THE TIDE:

o   Jellyfish do not swim. Although capable of individual up and down motion by their pulsating body, they depend on the current and tide for the majority of its movement. 

o   Employees also move with the tide – or the general current of company culture.  Employees up and down movement can be triggered from the employee, company leaders and front line manager, but the majority of employees go with the flow. What does your employee current say about your company culture?  Does it match your values and engagement strategy?   Does your engagement philosophy begin and end with the company? Or do you empower your managers to help drive engagement?

·      THEY HAVE TENTACLES:

o   Jellyfish have tentacles; their numbers depend on the variety of jellyfish.

o   Employee Engagement isn’t a one-size fits all proposition.  No longer does providing free coffee or an employee ice cream day enough.  You have to have a multi-layered approach that is determined by your employee needs.  Core tentacles or touching points should be trust, honesty, empowerment, job support, respect. Those tentacles will be created through a variety of programs and initiatives designed by business needs and could include a health and wellness program, flexible work options, development opportunities, employee recognition.  The ways are endless and should be specific to your company. The more tentacles that you have connecting your employees to the company, the more engaged they become.  Do not introduce too many touch points at one time.  But slowly roll out or pilot your touch points to make sure you are getting the desired results for your efforts.

·      THEY ARE TRANSPARENT:

o   Jellyfish are almost transparent in color.

o   In order to have a successful and sustainable employee engagement, leaders and managers must be transparent with their employees. Lack of communication prevents people from understanding why they are doing what they do, they become unmotivated, unproductive and disengaged which ultimately erodes trust and loyalty.  When leaders and managers communicate, it needs to be genuine, honest and often which creates informed actions and decision-making, greater participation and trust. Internal communication is a key component to ensuring the success of your engagement strategy. Use different communication tools to reach different people at different times. 

Sustainable employee engagement is nebulous – not clearly defined, much like a jellyfish it is fascinating to watch -- how companies who do it well achieve their results. The ultimate goal is when your company values its employees as much as it values company profits – that is the true definition of sustained employee engagement.