Heightened Efforts Towards Improving Employee Engagement Now Needed

Recent research findings on employee engagement in Kenya may now be cause for concern, particularly to employers. It has been established that 67% of employees are actively seeking better opportunities elsewhere. Previous research, based on the global perspective had found that 40% or 2 out of every 5 employees were completely disengaged with the employing organizations. Disengaged employees can largely be perceived to be in transit, an unhealthy state of affairs for any employment situation.

The scenario brings to mind some observations made a while back. As the introductions in an open training session progressed, the pronouncements of 3 participants were noticeable. They each volunteered that they were ‘currently’ working for their employing organization of that time. It was promptly pointed out to them that their introduction was unique. The words they had used implied that they were somehow on transit to some other workplace.

Seemingly, they had done this involuntarily and upon realizing the implication, they apologized profusely for any embarrassment that may have been caused, either to themselves or their employer. In any case, it is the employer who had generously sponsored the 3 for the training. Since then, we have twice provided different in-house solutions for the same company.  Alongside, we have inadvertently confirmed that the earlier 3 training delegates were actually on transit.

Indeed, they have not been part of the latter programs, as would have been expected. That nevertheless doesn’t worry the employer. The company’s strategy, like those of most other progressive organizations is to maintain high performing teams, as long as they are in employment. So, they are supposed to be empowered with the requisite skills and attitudes, as much as is practically possible.  That eliminates any excuses for challenged performance. When the latter happens, either party knows the inevitable causes of action.

Compared with other scenarios, it has been found that some employers are shy of empowering their employees with improved competencies. The general fear is that empowered employees are difficult to retain.  On the contrary though, empowered employees are likely to unleash their full performance potential, which benefits not only themselves, but also their employers. Further, empowered employees are likely to be more motivated than those that are dis-empowered. Seemingly, having empowered employees may be more beneficial than otherwise.

However, it is quite common to find solace in high levels of unemployment, therefore the luxury of acquiring replacement employees at will, for some employers. Unknown to some, employees are today the custodians of organizational information, whether directly or by implication. It is almost impossible to withhold information from today’s employees.

But, even if executives succeed in putting company secrets away from employees, the latter still hold sway, particularly with regard to critical market oriented information. Any hints gathered from the market place (‘external’ customers and competitors) are imperative business driving guides.

Remember that employees too are customers, but this time internal customers. It is these internal customers who are supposed to attract, serve and in particular delight the external customers. For that to happen successfully, these internal customers need to be in the right mind frames. They too need to be delighted, since they are unlikely to give what they don’t have.  More still, they need to be fully engaged with the employer, as well as the job at hand.  That naturally helps in continually attracting the external customers. It is only then that business can keep ticking successively. So, which customer counts more; the internal or external?

Ironically, both customers are by implication, integral parts of the forces of competition. Aren’t they? Indeed, business theory recognizes the customer  as one of the formidable forces of  competition.   So, loss of internal customers leads to varying organizational challenges.  Sometimes, external customers follow the exiting internal customers.  That is quite common, especially when employees are poached by the competition. Of greater concern is that they will definitely disappear with organizational information (read secrets), and in addition, the competencies gained. It follows therefore that whereas employee attrition may be unavoidable; it is certainly unhealthy for any organization, if unchecked.

Perhaps, we can borrow a leaf from one regional business leader. Successive managing directors of the East Africa Breweries are never shy of sharing publicly about some interesting attributes of the organization. Company employees are first treated as citizens of East Africa Breweries Ltd. Their continued commitment to the organization is constantly monitored by an engagement manager, who serves no other purpose.

Effectively, everything that can improve employee engagement should be embraced, whatever it takes. The benefits can never be gainsaid. High levels of engagement yield elevated performance culture. The result is continued profitability, growth and progress for all stakeholders. The good news is that quick solutions for improving employee engagement are easily within reach, for any willing organization.