30 June 2017

On June 14th, we had a packed house to talk about employee engagement.  It seemed a fitting topic after last month’s discussion on innovation

As engagement is a difficult to understand term, due to the lack of specific definitions, it can be difficult to pinpoint activities that could improve engagement in your own company.  Even specific activities as a manager can be difficult to understand on what engages and disengages your staff.

Engagement and productivity has been linked together, and it’s not surprising to find out that the UK ranks low for both engagement and productivity.  The UK ranks the lowest of the G7 nations for productivity and in a survey of over 7000 workers in over 20 countries the UK ranked the lowest in engagement.  Engagement also affects profits, customer satisfaction, productivity, and, as we found out at last month’s peer learning event, it affects innovation. 

This month’s discussion focused one of the engagement enablers from Engage for Success, a voluntary group that is working to promote and develop engagement in the UK.  According to Engage for Success there are 4 enablers of engagement:

-          Strategic narrative

-          It is just about the mission, vision, and values, but also the story that it is captured within and how it is communicated to employees – it needs to be in a way that they understand how they fit into the big picture

-          Engaging Managers

-          Work with employees to ensure that they are engaged in their work, to understand individuals (like Buckingham suggested in our leadership module), and to act as a coach and to challenge people within their roles

-          Employee Voice

-          Seeing employees as a solution to organisational challenges, seeking feedback from employees and to ensure that they are involved and contributing.

-          Integrity

-          This is about walking the talk – this is about following the policies set out that match the mission, vision, and values

The group discussion focused on Engaging Managers, our past experiences, what do we do now as managers, and what can we do differently at work after thinking about this. 

Many great points came out of the discussions about the balancing act of being a manager, knowing all of your staff members and how they liked to be managed, and the struggles we face as managers within an organisation. 

We are looking forward to next month discussion which continues on with this recent theme of engagement with How to Motivate Teams.

The Chartered Management Institute London Peer Learning Group is where like-minded managers and leaders of all levels of experience, sectors and locations meet monthly to share their experience and views in a group discussion format. The Group is a part of the London and South-East Region.

If you would like to join our future events, we meet on the second Wednesday of the month. Please register for your place on the dedicated CMI Events: London Peer Learning Group page.

Please contact a member of the management team: Martyn Brett-LeeCharlotte EisenhartGintare Williams or Megan Butler.