Paradigm 01 | Page 15

15

that makes engagement a core driver of business results.

The first point indicates a direct co-relation between work environment and employee motivation. It eradicates the prejudices as an organization’s culture moves dynamically and adjusts itself according to the growing needs of its ever-changing workforce. The second point in case denotes how well a manager is able to motivate the taskforce. It is suggestive of the manager’s skill and level of success. A good leader is called for in order to create a motivated team. This idea can be understood as an example of the adage, “Give a fish to a man and you feed him for a day. Teach him how to fish and you have fed him for life.” The third focal point denotes a long-term vision of the company executives and how they can best capture the interest of each employee, individually. It indicates that a team is developing well and coherently. Only when the concerned people at the top of the organizational hierarchy are clear of their objectives can the motivation and drive cascade to the employees at the base.

From the above canon, it is clear that effective employee engagement is a combined effort of Employees, Managers and Executives. It can be referred to as the IME (Individual, Manager, Executive) approach. This makes it mandatory for every individual to cater to the needs to his/her subordinates and peer-group. It creates an open and friendly environment by making engagement a daily priority and leads to sharing of responsibilities as the roles and responsibilities are clearly mapped out at every level of the organization. The following is a checklist for the three components of the IME approach:-

INDIVIDUALS:

Individuals or employees need to be actively involved in the engagement process as it is directly focused on them. This can be achieved by taking these actions-:

•Assess their skills, strengths, career goals and current priorities;

•Communicate with their manager for coherence and to bring out the right plan of action for the course of future;

•Take action- In other words, do something about the situation.

MANAGERS:

The responsibilities of a manager, in terms of employee engagement, major in caring about their subordinates and also, the process of engagement and making it an essential and significant part of their daily regime. It includes-:

•Coaching the individuals so as to achieve maximum contribution and satisfaction;

•Aligning and re-aligning the individuals constantly to the organization’s strategy, mission, and values;

•Keep the dialogue open- engage in an honest and open discussion about the priorities of both parties.

EXECUTIVES:

The executives have an indirect role in employee engagement. Therefore, they must:

•Set the directions for the workforce to follow;

•Create a culture that fuels engagement and business results;

•Cultivate positive leadership style.

The seemingly daunting task of effective employee engagement is made easy in six steps. These steps are mentioned as follows:

PARADIGM Nourishing the Intellect