By Ben Gross
In this series, we will present different guidelines on how to bring innovation theory to practice. This week, we take a look at Employee Engagement – the benefits of employee engagement and how to successfully create employee engagement in your organization.
An organization’s employees are vital components in a successful corporate innovation delivery plan.
Their buy-in is essential to not only ensure the successful execution of the innovation program as a whole but also towards recruiting them as long-term assets that go above and beyond the stated requirements of the innovation delivery plan. This helps ensure that they become exemplary corporate citizens capable of helping graft significant change onto the organizations that they work for.
When this is executed properly, the results can be formidable.
An example highlighted by Gartner involved a telecommunications company that was embarking upon a major changes in its workflow.
The project manager proactively undertook to share with the stakeholders the rationale behind the project and provided a method for them to “check in” via distributed teams in the field. The shared sense of ownership over the project’s outcome resulted in it being completed both on time and on budget – often regarded as the holy grail of project management success.
How can you emulate this success in your organization? Here are three stages to track progress of your employee engagement efforts; successfully passing them will ensure that innovation is accelerated (rather than stalled) by the employees that your organization counts on to succeed.
Stage 1: Let Employees Know What You Want to Happen
Letting employees know the targets of the employee engagement strategy means more than simply notifying them of the program’s formal existence and its targets.
Building employee engagement means appealing to the head, hearts, and hands of the employees working for your organization by engaging their mental faculties, emotions, and physical actions in the project at hand.
Setting realistic expectations is also a significant determinant of an organization’s ability to successfully communicate the objectives of an innovation delivery strategy to employees.
To do this, organizations should strive to set realistic performance expectations with each employee. It is particularly worthwhile to encourage this dialoge after important milestones such as performance reviews.
It has been discovered that taking pride in one’s work is a significant motivator for many employees.
One of the quickest ways to enable employees to attain this is by setting high standards for the expectations that they need to meet to be successful in their work. Industry surveys have indicated that , surprisingly, on average half of employees say that the standards that their employers hold them too are low.
In the context of innovation management, where innovation leaders are attempting to drive dynamic and disruptive changes throughout an organization, a systemic culture of lackluster performance is counterproductive to the kind of atmosphere that should exist in an innovative and fast-moving company. Instead, organizations should set high standards both for themselves and for their employees and ensure that those employees are both motivated and empowered to meet and exceed them.
Stage 2: Listen to employees’ suggestions
Employees Go to the full article.
Source:: Business 2 Community