How can you identify employee engagement issues?

Some years ago I was a General Manager at an automobile dealer group. I was responsible for 89 employees and had never taken more than a week off from work because I needed to stay on top of my responsibilities and any issues that arouse. Then, a time came when I decided to risk two weeks away, especially since I could be contacted easily with my new cell phone. I never received a call! I expected to find things undone or needing attention on my return. There were none! No one waited for me to give them an OK, or tell them how to do their job, or when to help someone else succeed. How do you identify employee engagement? Take two weeks off, shut your phone off and don't check your email.

It asks if "they express their opinions, concerns and ideas, or do they remain silent or cynical". The better question is, have you created the psychologically safe culture and environment that lends itself to them expressing their opinions... ...or does this sound more familiar? They express a concern, you as senior leadership don't think it is a concern or just don't want to hear it. You give them lip service.or blow them off. What did you just incentivize? You basically taught them that theor opinion doesn't matter or isn't welcome and they'll never offer you an honest opinion again, essentially taking away your best resource for good ideas. Lean says that the people closest to the problem typically have the best solution.

Observe behaviors and attitudes: Pay attention to employee interactions, body language, and enthusiasm during work. Changes in behavior or attitude can signal disengagement.

Identifying employee engagement issues can be a challenging task, but it's crucial for maintaining a high-performing workforce. Here are some key steps to identify disengagement: Observe behaviors and attitudes: Look for signs of disengagement, such as low morale, poor communication, and lack of motivation. Measure engagement levels: Use surveys, interviews, or focus groups to gather data on employee satisfaction, motivation, and challenges. Listen to feedback and suggestions: Give employees opportunities to voice their concerns and suggest improvements. Analyze root causes and patterns: Identify the underlying reasons why employees are disengaged.

Remember the One Minute Manager? Yep, it's that easy. Talk to people and ask them what's top of mind. They will share if you're ready to listen. :)

Measure engagement levels: Utilize surveys, polls, or engagement tools to quantify and track employee engagement regularly. Data-driven insights can highlight areas needing improvement.

Yes! You need to measure employee engagement with . Either Gallup G12 or 8 Factors of Engagement (www.SicoraConsting.com), something with some serious research firepower behind it. More important is to measure with valid and reliable measures the potential root-causes of employee disengagement. (i.e.: Organization Insights). Something that dives deeper than the typical EE survey... they work great in tandem. The facilitation and the fishbones are nice, but reliable survey data to start that process is even better.

Again, all for naught if you have not fostered the culture and environment to facilitate this. Most organizations haven't. Not saying it's impossible to do, but ones who haven't claim "well, we asked them" but you're not going to get open and honest feedback without first doing the hard work of building a culture of openness and trust.

Again, all great techniques and very useful but without first having objective, reliable data with potential root causes of disengagement puts you behind the ball. Something such as Organization Insights is one example outlining the seven potential root causes of disengagement in domains such as : Demand, Effort/Reward Balance, Control, Organizational Change, Manager/Supervisor, Social Support, and Job Security.

Yes! Be open for honest feedback and invve the employees in the process as much as possible. The absolute WORST thing you can do is treat this like "employee engagement season" by only talking about it a few weeks before the survey (and of course having pizza and Chick-fil-A the day of the assessment to get better scores is not helpful in the big picture). Then only talking about it in generalities after the results come back. Last, pushing an initiative that reaks of "check the box" lip service to tell the Senior Leadership that you did 'something'. People have a very finely attuned B.S. detector and know when you're not genuinely trying to make thi gs better but only trying to "fix the score".

Aus den Organisationstheorien möchte ich eine ganz andere Sicht einbringen. Denn ich kann diesem KI-Artikel und den Beiträgen der Crowed nichts abgewinnen. Der Mensch ist nie das Problem! Es steht einer Unternehmung nicht zu, das Gegenüber zu verändern (ist auch nicht das Hauptbuisness) und es scheint zudem übergriffig. Weshalb betrachten wir das nicht aus einer systemischen Perspepktive? Wenn wir Engagement identifizieren sollten, dann geht es vermutlich um ein Defizit im Outcome (erbrachte Leistung). Dann attestieren wir dem Menschen, dass er nicht will! Alles Quatsch: Per se ist der Mensch willens, in guter Absicht zu handel. Systemisch zu betrachten sind in dem Fall die Leistungsfähigkeit (Können) und die Leistungsmöglichkeit (Dürfen)