You can break your confidentiality by putting in personal identifying information, for example, describing an event that will identify you, or repeating a comment or complaint that you have voiced in the past. If you wish to remain confidential, be thoughtful about your responses.
It is expected that each employee will take some responsibility for the engagement level in their group or team and for themselves. We expect them to work with their manager and group members to improve areas in need of it.
The company is looking to first establish a baseline and a starting point. Then, the objective is to see improvements to those areas most in need. Some things require more time than others to improve, and managers should be encouraged to take a long-term view.
Conducting a survey will provide a benchmark measure of engagement, to indicate where your company currently stands relative to Gallup’s comparative database. To actually increase your engagement, though, your company and its managers must plan and take actions to improve Q12 scores.
An engaged employee is involved in and enthusiastic about his or her work. Engaged employees are 100% psychologically committed to their roles. They thrill at the challenge of their work every day. They are in roles that use their talents, they know the scope of their jobs, and they are always looking for new and different ways of achieving the outcomes of their roles.
William Kahn, a professor of organizational behavior, was the first to define employee engagement formally. In a paper published in 1990, Kahn defined employee engagement as “the harnessing of organization members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances.”
What we can learn from this definition is that employee engagement is a commitment an employee has to her or his employer and the organization’s success. This emotional commitment means engaged employees actually care about their work and their company. They choose to work on behalf of Lumeris and in service of its goals. They believe in what they are doing and feel their job will make a difference
The OCI administered by AchieveBlue was given to approximately 66 employees at Lumeris during Q22016. This tool measured our organizational culture and how it compared to our ‘ideal’ objectives. However, to impact these organizational outcomes, we felt that each leader needed additional insight to the needs of their specific team with support from management. We felt it important for people leaders to receive a better understanding of how engaged their teams are and what action plan is needed to engage each and every employee.
Primrose Consulting builds strength-based cultures within companies and teams. It is comprised of experienced executive coaches focused on increasing employee engagement and developing leaders by playing to individual and team’s strengths.
Clay Primrose graduated from Stanford University with a Bachelor of Arts (BA) degree in psychology and a master of business administration degree from the University of Texas.
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