Engagement

Many people are employed, but not engaged. There is a huge difference between employees who are merely present from those who are engaged and truly dedicated.

If you look back in business history, engagement was not necessary during the period of industrialized economy. It was optional during the time of knowledge economy. But today in our creative economy, it is the main game.

The challenge with engagement is that it’s a gift, not an exercise of control. Nobody could be inspired to become more engaged in their jobs by memorandum.

A leading poll firm in the United States of America claims that only 20 percent of local workers are fully engaged. This means tremendous losses in the work place.

Many HR practitioners want more engagement in their work environment and would often turn to persons capable of motivating their employees.

But then, this makes me think. What causes the low rate of engagement?

Is it the amount of work? No, I don’t think so. Some people might say it is because of poor work environment. No, not necessarily. I have been to companies that showcase very beautiful, modern work facilities yet their attrition rate is still very high.

Now, not many people are willing to admit this for fear of losing clients. But if a consultant’s motive is to help the clients improve, then the truth must be spoken no matter how politically incorrect it may sound.

One of the top reasons why people are not fully engaged can be summarized in two words: Lousy Bosses.

We have heard stories of how egotistical bosses terrorize and intimidate employees. Professionals have determined that there is a strong correlation between bad leaders and employee health problems. And these problems are huge liabilities for organizations.

It is true that many people are sick because of their bad bosses. How do you expect the people to be engaged in their jobs -not because the things they do have issues- but because their bosses do not treat them well?

Bosses without leadership skills drive good people away and good people aren’t afraid of losing their jobs. As the economy grows, with ASEAN integration in the picture, business competitions will go into high gear, particularly the area of talent acquisition and retention.

Unengaged people are not necessarily ‘ unengaged’ because of their job routines. In fact, most people I have interviewed said that they love their jobs, but the incessant maltreatment and offensive behaviors of their bosses make them start sending their resumes to headhunters hoping for another place where their services and contributions would be appreciated.

I would like to suggest three things that would make your people increase their engagement:

1. Develop the skills, behavior and values of the organization leaders. Train them to treat their people well. In other words, develop a “No Jerks Allowed” policy in the work place.

2. Articulate the company’s reputation and its commitment to be a desired place for employment. This attracts new talents. The PMAP’s “Employer of the Year Award” is coveted. And I had the privilege of being one of the judges in the large enterprise category a few years ago. This distinction is very much desired and it is my personal opinion that every organization should vie for this coveted title.

3. Train company employees on soft skills. These soft skills are personal development, attitude improvement and behaviors based on corporate values. This is the most effective way of articulating your company ethical behavior DNA and this sets your company culture.

Treat your people well and develop your leaders. After all, your people are your strongest assets.

(Spend two life-transforming days with Francis Kong learning leadership and life skills as he present Level Up Leadership on November 18-19 at EDSA Shangri-La Hotel. For further inquiries,