- Pay according to market value. Many executives don’t like to hear it and would rather offer training or take similar steps. But paying accordingly is critical in moving disengaged employees up.
- Limit organizational reductions in force. While hard to do, it’s impossible for employees to become engaged if they fear losing their jobs.
- Manage organizational changes. Whether a market change or a leadership change, proactively communicate it to motivate disengaged workers.
- Increase trust. Make sure all employees see the value in their company and believe in the brand. Executives must be visible and accountable.
While paying accordingly is important, it isn’t necessarily a motivating factor; it’s a baseline. Employee motivation is like Maslow’s hierarchy of needs. People need to be taken care of, have the supplies needed to do the job, know what their job is, and be paid accordingly. Once those baseline needs have been met, you can move employees to becoming engaged.
To accomplish a company’s engagement goals, the process starts with an employee survey to determine what areas need work. The survey should be used as a starting point. To achieve the best results, develop the survey with experts from a third party who understand what motivates employees.
Based on responses, develop a plan for areas that require immediate attention. If there’s something that can be done, work on a plan to make a change. If a change cannot be made, explain why. It’s important for employees to know that action is being taken regarding a survey.
After changes are implemented, measure to see if there’s been an increase in revenue or productivity. Generally, a baseline is measured before the survey and six months to a year later to see if those factors increased.
Engagement takes a long time. But if you are genuinely trying to increase employee engagement, you will get a return on your investment.