Strategic Engagement: By Chance or Intent?

Clint Tripodi, Chief Operating Officer
Craford Benefit Consultants

One of the most awesome experiences is when an entire company becomes engaged at the same time. Is this by luck, chance, or fate??? I believe not. The most engaged workforces I have known have gotten there by intent, or by strategically engaging their employees.

Much like culture should be defined and then cultivated, the same is to be said about employee engagement. So you want an engaged workforce? What does that mean? How would your employees describe being ‘engaged’ and how do you know when you have it? I’m reminded of when the Supreme Court famously explained the threshold for obscenity by stating their inability to define pornography, but that, “I know it when I see it”.

Best practice companies who truly seek employee engagement first define what the behaviors look like. Then, they develop a strategic plan to plant the seeds of engagement and monitor the progress of their workforce. Each company has a different definition of engagement and your definition should mirror the culture you want to achieve.

At its core, employee engagement is the relationship between employees individually and as a whole. When each employee understands the mission of the company along with its unique values and is held accountable to goals that drive strategic success, engagement becomes tangible. The behaviors exhibited include employee enthusiasm, sense of purpose, self-mastery and a willingness to work collaboratively to overcome any obstacle to success. Bottom-line financial results can be traced back to engagement and studies have shown that an engaged workforce is a productive workforce.

Getting a workforce truly engaged and energized is hard work, and once achieved can be even harder to sustain. When measuring engagement, it is crucial to look at the key factors that measure engagement:

  • Do your employees really believe in and practice life balance?
  • Do your total rewards (Benefits, compensation, incentives, rewards) motivate them?
  • Do your employees feel a sense of purpose and alignment to your company’s vision?
  • Do your employees have opportunities to achieve mastery? i.e., continual education, growth opportunities, challenging assignments?
  • Do your employees have the overall resources required to do their job?
  • Is your leadership team actively and regularly communicating company direction?
  • Do your employees have a voice in company operations and success?
  • Are your employees encouraged to utilize their knowledge, skill set, and individual strengths?

Achieving engagement can be daunting for some as there are so many directions to consider. However, the path becomes much clearer if you know what you want.

The human capital staff at Craford Benefit Consultants can help you roadmap a path to engagement. Call us today or simply send us an email for a free consultation. We look forward to speaking with you soon.

415-755-6323
info@craford.com

About the author:

Clint Tripodi possesses 30 years of experience providing Human Resources and Operations support for global high technology companies. He has served as Vice President of Human Resources for companies such as Hitachi Data Systems, nCUBE Corporation, Pacific Broadband Communications and Entera. In these roles, Clint focused on liquidity events, mergers and acquisitions, human resources strategies, internal communications and community relations programs. Clint serves in an advisory capacity at the board level for several for-profit and not-for-profit firms. Clint has consulted with over 650 companies in the areas of Talent Acquisition, Performance Management, Leadership Development, and Strategic Planning. Clint holds an MBA in Human Resources and has earned certificates in Strategic Planning from Harvard Business School and the University of Michigan. Clint has been certified in the use of visual graphic tools and advanced facilitation from the Grove Consultants, International.