Engagement – the next step to organisational recovery.

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Engagement – the next step to organisational recovery.

Article written by: Nicole Badenhorst

A sudden shift in our environment, and often where possible danger is perceived, can result in a cross-road – the option to either fight or flee. Current circumstances indeed caused a great shift in the business environment and demand an instinctual response to fight through some definite challenges posed. Some of these challenges include to ensure that employee engagement is prioritised, regardless of the uncertainty and ambiguity, we are currently facing.

Why employee engagement matters now more than ever:

  • An engaged workforce matters – without an engaged psychological state, employees will not give that “extra” that every business wants.
  • Highly-engaged employees are much more likely to outperform and show dedication through tough times.
  • The risk of losing good people is low if their engagement levels are good – that is your best retention mechanism.
  • Poor performance is unlikely to improve without an adjustment to the engagement levels of employees.

Engagement is the spark that lights the rocket fuel for high performance. High engagement levels enable physical, emotional and cognitive energies into employees’ work. Research suggests that your top performers are also your most engaged. Staff that are engaged feel inspired by their work. They find it difficult to remove themselves from work and they love what they do. Furthermore, in these COVID-19 times, engagement matters – we need employees that display resilience and persistence.

Engaged employees are precious resources in any organisation, not only is high engagement a driver for desired outcomes such as commitment, lower absenteeism, job satisfaction, job performance, and employee wellbeing – it can also boost organisational performance and create a competitive advantage. Research indicates that organisations with engaged employees outperform those with low employee engagement by 202% (FurstPerson). Recent studies have also indicated that engaged employees are four times more likely to recommend their organisation’s products and services.

Organisations worldwide have been affected by COVID-19 which, to some degree, resulted in a decrease in employee morale and engagement levels. It is our aim to help organisations to restore and maintain employee engagement so that they may thrive in the new normal. It is our belief that the solution to sustainable employee engagement is unique to each organisation and therefore a “one-size-fits-all” approach will not yield the most optimal outcomes.

What unique contribution can Crowe DNA offer your business during these times? 

As a team of Registered Organisational Psychologists and HR Specialists, we offer an extensive and holistic approach in advising and supporting organisations to build agile, innovative and time-appropriate organisational development solutions which aim to increase employee engagement and build an agile organisational culture that can thrive in a post-COVID-19 environment.

As your trusted advisors in all your human capital needs, we would like to offer you a FREE engagement diagnostic tool that will determine your current levels of employee engagement. This diagnostic tool – The Engagement Indicator Pulse Survey – has been scientifically designed and statistically validated and measures the level or state of engagement. It assesses your employee’s emotional commitment to the organisation and its goals, and willingness to go above and beyond (discretionary effort). These results will provide valuable input for culture and employee engagement initiatives that are targeted in such a way to result in having the most impact.

Click here to view this offering (https://engageenterprise.mindsetmanage.com/indicator-demo/en-US)!

Contact us today! (infodna@crowe.za.com)

This article is a general information sheet and should not be used or relied upon as professional advice. No liability can be accepted for any errors or omissions nor for any loss or damage arising from reliance upon any information herein. Always contact your adviser for specific and detailed advice.  Errors and omissions excepted (E&OE)

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