How To Leverage Leadership Development For Employee EngagementNovember 11, 2013 | Posted by Jeff Seeley in Leadership Development
In recent years, employee engagement has been one of the most critical aspects of corporate operations, especially considering widespread issues such as the skills gap. When staff members are not actively engaged in their responsibilities or professions, they will rarely be functioning at the most efficient and productive levels possible.
Leadership development programs should incorporate lessons related to employee engagement, as managers will be best positioned to evaluate the performances and morale of staff members. Studies indicate that many businesses are struggling in this department, which might represent an opportunity for other firms to get a competitive advantage through exceptional efforts.
Survey reveals raw engagement statistics
Gallup’s latest State of the Global Workplace survey, which offered insight into trends pertaining to 142 different nations around the globe, revealed that a mere 13 percent of employees are actively engaged in their jobs. This is a staggering statistic, as it is likely indicative of high employee churn and staffing issues among those businesses that have poor engagement performances.
The benefits of strong engagement are vast, as Gallup’s report found that businesses that ranked in the top 25 percent enjoyed significantly stronger financial and operational performances than those with a disengaged workforce. Businesses need to take responsibility for their corporate cultures and employee support structures to enable long-term performance improvements.
When engagement has gone awry, it might be an indication that leaders are simply not prepared or qualified to adequately manage talent. As such, leadership training can be a boon for both corporate performances and employee engagement.
Part of the leadership development process should include lessons related to the identification of engagement drivers among teams and individual employees. Managers and supervisors will need to be able to discover these preferences and catalysts, then swiftly move on them to ensure that employees remain happy and comfortable in their positions.
Forbes explained that businesses should focus on culture-building to ensure widespread and consistent engagement, and task leadership-level employees with the general conception and management of the associated measures. According to the news provider, many of the top-ranked companies to work for are the very same ones that put the most effort into collaboration, morale and staff development.
The source suggested companies teach leaders how to communicate honestly, support professional development and recognize achievements in real time, as these are among the most common drivers of stronger engagement.
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