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One of today's major challenges

Empowering the full potential of the talent in your organisation to exceed expectations

  • What do we mean by ’employee engagement’?
  • Which metrics will tell us we have improved?
  • Where are the gaps and what needs to change?
  • How do we deliver detailed, tailored improvement actions?
  • How will we check for continuing improvement?

Berkshire viewpoint

Your people need to feel not only excited and invigorated about the organisation’s strategy and direction, but also clear and confident about their potential role in the organisation and their ability to be part of that future. If you treat staff as a homogeneous group you risk creating disengagement. You need to recognise, understand and appreciate differences and how to tap into these as sources of value.

Communication is about quality not quantity. Leaders must create a strong  strategic narrative about the organisation, what it does and what it stands for. Then they must ‘walk the talk’ visibly and authentically – it has to be a long term investment in encouraging and sustaining employee opinion.

Everyone’s journey to becoming and remaining engaged is different. Middle managers have a vital role to play, acting as ‘translators’ of corporate strategy and values for their team. It takes skilled managers to recognise how best to engage with each of their team. Harnessing organisational potential means releasing employee voice to inform, challenge and support. This voice can be stifled by fear or mistrust between different parts of the organisation. Good information and positive communication only prosper when individuals feel safe and their opinions valued.

So at the heart of effective engagement lies organisational integrity – underestimating its importance may not only effect engagement but have a negative impact on brand and customers’ perceptions. Once trust is lost it can be a long and hard journey to win it back, from employees, customers and society at large.

How Berkshire Consultancy can help

There should never be a sheep dip approach to employee engagement – the recipe for each organisation is unique. That’s why we tailor our approach, making sure that we:

  • Don’t treat staff as a homogeneous group, but recognise differences and acknowledge exceptions
  • Understand the different motivators of Gen X,Y,Z, and employees in different states of engagement
  • See engagement as a way of being rather than an initiative

There are four important aspects to ensuring employee engagement, according to the the Macleod Engagement Model:

  • Visible, empowering leadership
  • Engaging managers
  • Employee voice
  • Organisational integrity

Within each of these, we look at three areas key to its application. This helps us get the right shape and fit for your organisation.