PART 5: YOUR LOCAL DRIVERS OF ENGAGEMENT
As we’ve just seen, you and your team inhabit a complex engagement ecosystem, subject to many factors beyond your immediate control or influence. However, there are many aspects of the individual and team experience that areentirely yours to own and manage.
In Part 2, we looked at the ‘four enablers’ – the key factors we consider essential for effective employee engagement:
- Strategic narrative
- Organisational integrity
- Engaging managers
- Employee voice
These are the critical, high-level drivers of engagement that run through the veins of the engaging organisation. If managed effectively, they can have a profoundly positive impact on levels of engagement throughout the workforce.
Your localdrivers of engagement are your principal areas of people management responsibility and control. Understanding them and how to apply them is key to being an engaging manager. Think of them as levers you can pull or dials you can turn to help create the conditions that drive engagement and maximise employee contribution. Managed well, they can be just as effective as the four enablers.
In Part 2, we recognised that ‘engaging management’ means:
- strong management capability;
- providing clarity for what is expected from individual employees;
- treating employees as individuals;
- ensuring that work is defined efficiently and effectively; and
- taking personal and professional ownership of employee engagement.
But what does that all mean in practical, actionable, everyday terms?
‘Standard’ engagement drivers are often categorised at a relatively high level, grouping and summarising more granular detail for organisational leadership. Whilst there is value in reviewing broad strategic themes for the organisation, for our purposes we’ve grouped all the relevant factors together into the following four categories:
- Local team mechanics
- The employee lifecycle
- Employee wellbeing
- You, the people manager