Busting Myths Plaguing Employee Engagement

by Jody Ordioni

For all the talk that employee engagement seems to be generating, the stats surrounding the engagement worldwide are still dismally low. Moreover, there are rumors regarding the subject that is spreading like wildfire but has no head or tail. These rampant myths are intensifying the problem. At present, there are three broad myths that prevail, and here are a few facts to bust them.

Debunking the Myths

Myth: Employees need to act professionally; their emotions are to be kept in check and organizations should not entertain any emotional outburst.

Fact: According to Hoffman Institute, UCLA and other various institutions, our decisions and behavior patterns are the results of the emotional part of our brain, 90% of the time. There is no denying that emotional sensibility dominates human behavior. The intellect, which the employers believe is the seat of the decision, contributes roughly 10% in the behavior patterns.

The respect and understanding of your team member’s emotional experience should never be trivialized. Rather a successful leader draws out a plan to navigate the emotional stress of the employees. The feelings of the team matter and the emotions at work are crucial to consider. The leaders should focus on creating conditions that emotionally engage the employees with the company.

Myth: Employee engagement surveys work because they reflect that the company cares for its employees.

Fact: A survey can be a disastrous waste of resources if not executed properly. According to Bruce Temkins, Temkins Group, a survey succeeds if the following three areas of analytics are reflected in it.

With the data procured from well-structured surveys, leaders can align themselves more sharply with goals and ambitions to find greater results faster. Processes can be constructed that elevate the effectiveness of all teams to higher levels.

Enrolling and engaging teams to enhance performance provides more output in lesser time. If the whole team is on the same wavelength, they all collectively raise the bar that measures productivity. By aligning their goals to the broader goals of the company, they are more accountable and effective than before.

Myth: More money implies the employees will engage more thoroughly with the company.

Fact: For the small slice of the workforce that is contract workers, this statement might ring true. However, for the larger chunk of workers out there, their engagement with their work means more; they try to find meaning in their work. Their focus is on the depth of connections they create with the organization, within the organization, and with the clients.

The larger motive for most employees is their concern with making an impact and the yearning to work for something that contributes to the bigger picture. The insistence on the fulfillment of such conditions is the right of each and every employee. The leaders, in their capacity, should strive to create this environment.

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