The 5 Best HR Tips for Increasing Employee Engagement

Effective employee engagement improves sales figures, decreases workforce turnovers and improves client satisfaction. The companies with the healthiest company culture are those with management who actively engage with employees. Follow these five best HR practices for the most effective employee engagement.

Effective employee engagement improves sales figures, decreases workforce turnovers and improves client satisfaction. The companies with the healthiest company culture are those with management who actively engage with employees. Engagement within an organization is the most effective tool companies can use to track and encourage employee successes. 

Below are the five best HR practices for increasing employee engagement:

1. Employee Engagement Begins With Training

Employee training is key for ensuring new employees have a smooth transition into an organizations culture. An informative and instructive on boarding process is the foundation upon which  employee engagement begins with an organization’s goals. By communicating clear and defined expectations management can pave the path for reaching the desired results.

Unfortunately a lot of management teams fail to incorporate employee engagement into the company’s organizational structure. In fact, 55% of new hires are not provided a sufficient induction or training plan.

Every company has different organizational structures. For that reason, it is imperative that management outlines the key expectations of the role. Outlining job responsibilities is the framework for which employees can reach goals and is essential for success.

2. Communicate Role Expectations

Setting up initial goals and objectives within your organization is a great way to ensure that your staff is on the right track. Individual roles should have their own set of responsibilities. Be sure to make time every few months for communication between management and staff members. This fosters the opportunity to evaluate role satisfaction and develop a plan for employee progression and career development. This will not only increase autonomy and integrity in the work place, but also allows management to understand the respective areas of interest for future positions and hiring.

This will also bolster engagements and motivate your new employees to strive for excellence in all areas. A successful CEO will make sure that new hires have a sound understanding of the firm’s values, mission, and goals.

3. Active Engagement and Role Maintenance

Once management is confident that the new hires have fully settled in to their designated role, it is important to keep levels of employee engagement as high as possible.

Commitment and gratitude toward employees goes a long way. Model behavior for employees starts at the top. So, it is likely that a company’s staff will mirror that same level of commitment and gratitude in their work performance.

Regular “one-on-ones”, acknowledgments and objective setting will motivate employees to reach goals and improve their skillsets. Don’t be afraid to challenge your people and engage in healthy competition.

4. Promote From Within

There are many tools available for managers to utilize to acknowledge the accomplishments of their team. One of the most traditional and effective means of rewarding hardworking employees, is granting them a raise or promotion; or both if you can.  If available, promotion from within is key for morale and a great way reward your staff members for their hard work.

Promotion from within provides an extremely strong index of the firm’s core culture. Managers should recognize that the individual  rewards send a message to the entire organization. Be certain that the behaviors which are being endorsed by the promotion are in line with the firm’s culture and values. Again, being a model of positive behavior will ensure the remainder of the staff will look to emulate those behaviors you want to see reinforced.

Encouraging employee engagement through vertical communication is also great way to express mutual respect and show appreciation amongst one another.

5. Hire Multi-talented Employees

To maintain an edge in this increasingly competitive economy, companies need to ensure that they employ individuals referred to as “Unicorns” by HR managers. A Unicorn refers to a multi-skilled employee who is able to multitask and wear more than one hat.  .

Unicorns are normally talented in numerous areas and can execute them all beyond a superficial level. Finding these employees starts before the interview process. A persons references and past work experience provides a window to the type of benefits they can provide your company.

Here are some of the key advantages of hiring Multi-talented employees:

  • Multi-talented employees can save you a significant amount of money.
  • Employees with a wide range skill sets improve productivity and business efficiency. You won’t need to worry about the level of work quality since they’ll perform remarkably in all business tasks and projects handed over to them.
  • Having multi-talented employees allows for other team members to take sick and vacation days due to their ability to step into various roles. He or she can easily fill in and execute many jobs impeccably.
  • Improves staff retention and motivation.


Your Secret Weapon for Amplification: Employees!

There are sales enablement programs, partner and channel enablement programs and even influencer enablement programs. Why are there then, so few employee enablement programs—especially when both the knowledge of the company and the CRM/integrated marketing technology is already in use?

There are sales enablement programs, partner and channel enablement programs and even influencer enablement programs. Why are there then, so few employee enablement programs—especially when both the knowledge of the company and the CRM/integrated marketing technology is already in use?

Very few companies fully engage employees in the work of connecting with customers, prospects and new markets, according to a 2014 Altimeter Group survey of HR and marketing executives. Only 41 percent of respondents reported having a strategic approach for employee engagement, and just 43 percent say they have a culture of trust and empowerment. Yet, Altimer finds that company who do engage employees in a purposeful digital outreach enjoy measurable business impact, greater reach and improved customer satisfaction.

One of the biggest factors in this untapped opportunity, according to the report, is that most employees don’t have a clear understanding of what they can or should share on behalf of the brand. As a result, most stay quiet.

A quick way to measure the impact on your business is to assess the variance between the collective reach of your employees on LinkedIn, Twitter or Pinterest and the number of fans and followers on your branded corporate pages. That delta is your opportunity-every professional post or pin by an employee is an opportunity to connect people back to your corporate properties.

Of course a purposeful approach to empowering employees must be respectful of everyone’s personal brand and voice. Forcing people to stiffly spout the company line will not only backfire in terms of employee loyalty, it will be a turn off for readers. The engagement has to be authentic in order to resonate.

The technology is here-in the past decade there has been a plethora of new digital tools for helping employees connect with each other and with their professional communities. Many tools are embedded in the CRM and sales enablement tools already in use for outside engagement. Why aren’t people using them internally? Perhaps because the presence of a tool itself is not enough-to create business value the tools must be accessible, helpful and aligned with the business culture.

Marketers who want employee engagement must develop a repeatable and respectful plan for advocacy:

  • Cross-Functional Reach:
    While sales, marketing and service teams often advocate for the business as part of their job descriptions, employees across the organization can also be incentivized to participate. Making these activities a win-win for the employee and the employer is key to participation.
  • Training:
    Most employees would be happy to support a respectful program, but truly do not know what to say. Setting clear boundaries and sharing sample messaging is a start, but also be explicit about the “how to” aspects. Encourage employees to make the message personal-and thus of higher impact-by translating the corporate message into their own voice.
  • Culture of Mutual Respect:
    Employees who cannot be trusted with confidential information also can’t be expected to fully engage in any innovation or forward-thinking programs. If this is the case for your organization, then your culture may not be a fit for employee engagement.
  • Content:
    Most businesses are publishers today-from blogs to social media to customer service scripts. These are rich sources for content that can be easily shared and amplified through employee engagement.

Creating active and visible employees may give some managers pause. Altimer recommends encouraging personal brand building anyway, claiming the risk is low that top talent will be poached. The opposite is usually true, the report says. Employees build a sense of pride and connectedness, and become invested in the company success.

Beyond email signatures and call center scripts, how is your company tapping the rich network of your employees to build the brand, amplify messaging and generate leads? Are your employees already active participants in sharing your company brand story? If so, how can you bring that forward into a more purposeful program? Share your challenges and ideas in the comments section.