Any business owner is interested in maximizing the efforts and knowledge of hired personnel. To increase the efficiency of using a company's labor resources, there are various methods and policies for managing employees. Recently, the theory of employee engagement has been gaining popularity. Its essence lies in maximum focus on creating the overall result of each of the company’s employees.

The essence of the concept of employee engagement

HR management systems are constantly being improved. If previously separate indicators of job satisfaction and loyalty to the employer were used, various methods of motivational stimulation of the employee were developed, now a comprehensive method of involving staff in work is used to achieve the final result.

Employee engagement is the degree of personal interest of each employee in achieving the company's goals. This employee management policy is aimed at creating the necessary motivation system for each employee to more fully devote their strength and knowledge to the benefit of the company. This, in turn, manifests itself in increased productivity of both an individual staff unit or division, and the enterprise as a whole.

Ideally, the level of involvement of an ordinary employee should be equal to the interest in the final result of the business owner. However, in practice, such performance is incredibly difficult to achieve and it all depends on the size of the company.

In small startups, where each employee is also a business creator, the level of engagement is almost ideal; in large, long-established organizations with a huge staff, it is difficult to achieve high engagement rates.

The optimal indicator of staff engagement is considered to be between 60-90 points.

The lower it is, the less interested employees are. If the score does not reach 30 points, then such a company has serious problems with personnel.

Maximum engaged employee:

• actively participates in the company’s activities;
• effectively uses working time without being distracted by other matters not related to official duties;
• does not require constant monitoring and planning by immediate management;
• is able to independently expand its functionality without additional incentives.

In addition, increasing employee engagement reduces staff turnover, increases employee productivity, and helps create internal reserves for “growing” managers at different levels. At the same time, labor costs in organizations using this method of managing hired personnel are not higher than the average values ​​for similar market segments.

The difference between engagement policy and other theories of personnel management

At different times, various methods of increasing the productivity of hired personnel have been popular. This:

• job satisfaction;
• loyalty to the employer;
• creation of motivation systems based on the “carrot and stick” principle.

Satisfaction with the current place of work can be expressed differently for each employee. This is mainly the level of payment and job functionality. However, this technique does not produce results in the long term. As soon as a competing company offers such an employee more pay or interests him in a similar, but more promising project, he will immediately change his employer.

The disadvantage of the loyalty theory is the coercion of staff, the imposition of a sense of duty to the company on employees. The employee actually performs his duties because he has to. There is no personal interest in the final, global result.

Employee motivation systems, of course, play an important role in employee efficiency. However, there is no feedback from the employee to the employer. In fact, motivation comes down to the creation by the management of the company of conditions, usually of a material nature, in which the employee conscientiously performs his job duties and shows the previously planned result in order to receive additional remuneration. Such an employee does not care what is happening in the team as a whole; he is not interested in expanding his functionality.

The personnel engagement methodology uses tools from other human resource management theories that have proven to be effective; in addition, it creates feedback from the employee to the manager.

It also encourages employee initiative. He can offer various tools to improve not only his efficiency, but also the company as a whole. After all, a highly specialized specialist sees better than any manager what exactly is missing to improve performance in his area.

In addition, stimulating involvement creates the necessary atmosphere in the team, allows you to manage working time as efficiently as possible, and develops employee initiative.

Ultimately, employee engagement can be characterized as the highest level of employee motivation.

Methods for assessing employee engagement

Assessing employee engagement is subjective. It is based on the methodology of questioning employees. Depending on the size of the staff, organizations are considering the possibility of conducting a complete or sample survey of employees. When conducting a sample survey, it is necessary to ensure the representativeness of the sample.

If the capabilities of the personnel service allow, the sample should be at least half of the employees and include categories of employees of different age and work experience.

Questions should be designed in such a way as to reveal employee engagement in three areas:

• achieving the overall result of the company;
• work process;
• increasing personal effectiveness.

Each direction is then assigned a coefficient of influence on the overall engagement score. The greatest weight is given to the results of assessing participation in achieving common goals. Depending on the focus of the business, the impact factor on the overall engagement rate can reach 50%. The least influence is exerted by the employee’s personal effectiveness and development. No more than 20% of the weight can be allocated to this indicator.

The survey is carried out in two ways. The first involves questions to which the interviewed employee gives unambiguous “yes” or “no” answers. In the second case, the employee is asked to rate each group of questions on a scale of several gradations, for example, from “I don’t know”, “I’m not interested” to “fully informed” or “I take an active part”.

In the first case, the correct answer is scored as 1 point, and the incorrect answer is scored as 0 points. In the second method, each answer is assigned a certain number of points, depending on the interest of the respondent. 0 points implies complete indifference to the evaluation criteria, the highest interest is assessed as the maximum number of points, depending on the variability of the proposed answers.

In addition, the survey can be depersonalized or personalized. That is, employees can answer questions anonymously or under their own names.

Each of these survey methods has its own advantages, depending on the purpose of the diagnosis.

The impersonal method will more objectively show the indicator of involvement in the organization as a whole. A personalized questionnaire is more suitable for assessing each specific employee.

Results of employee engagement assessment

Such employee surveys should be conducted on a regular basis. In addition to identifying problems, they will show the effectiveness of efforts made to increase employee engagement. Current practice shows the need for at least an annual survey of employees.

After receiving the overall assessment of involvement, each of the areas is analyzed separately. When this indicator is low, one of the components of engagement may have a high level.

For example, employees may be completely satisfied with the organization of the work process and interaction between structural units performing similar tasks. At the same time, they may have low interest in the final result due to insufficient awareness of the impact on its achievement.

Or employees like that their ideas help in the development of the company as a whole, they see feedback, but there are no opportunities for personal development and advanced training.

By analyzing each individual indicator and the totality of responses to it, the HR department can develop activities that will have the greatest effect in increasing staff engagement.

When developing measures to increase the interest of hired employees, it is necessary to act in two directions - the involvement of the company’s management team and ordinary employees.

Activities to increase employee engagement

The involvement of hired personnel in achieving global results must be constantly maintained at an acceptable level. It is impossible to achieve a high value in one of the areas of involvement and in the next period refuse to carry out activities that affect this indicator. This will immediately lead to negative consequences, and it will be very difficult to correct the situation.

Interest in the final result must be constantly nourished; work with it should be systematic and not periodic.

First of all, it is necessary to interest middle and lower management in increasing staff involvement. Leaders must show their interest in the overall result by their example.

If the head of a department is indifferent to achieving global efficiency of the company, then his subordinates will not be interested in participating in the overall result.

The manager must show his subordinates a personal example of interest.

To do this, various seminars, meetings, meetings of management personnel are held, where the most effective managers share their experience in motivating staff.

It is also necessary to hold meetings in structural units at least once a month so that there is feedback between subordinates and management.

An important fact is that in every team there are informal leaders whose opinions or views on work issues are decisive for the behavior of the majority of employees.

The company will be very lucky if the functions of an informal leader are performed by the head of the department. And he correctly motivates and interests his subordinates in the final result of their work.

Indeed, if an employee is disinterested, whose behavior is oriented by other team members, carrying out activities to involve employees will have practically no effect.

The second direction in which it is necessary to move when developing an engagement system is measures aimed at increasing the interest of ordinary employees.

Measures to increase employee engagement

In addition to the standard tools for motivating employees, there are several important aspects that increase employee engagement.

An important fact is that many years of routine performance of the same functional duties reduces the interest of any employee.

The method of personnel involvement shows its effectiveness compared to other theories of personnel management. On the one hand, it increases the interest of each employee in the final result, on the other hand, it increases labor productivity. An engaged employee fully uses his working time for its intended purpose, does not need additional supervision from management, and his efficiency is many times better than that of a non-involved employee.

In the management processes of an organization (divisions), managers at various levels often practice the participation of lower-level employees in making management decisions regarding production activities. HR departments often view this involvement in the context of the motivating privilege of proactive employees.

In the combination of the concepts of “motivation” and “involvement” there is a pronounced dualism of the following nature.

On the one hand, various forms of involving personnel in the processes of managing an organization are a powerful non-material motivator of work activity, focused on meeting such needs of employees as: recognition (the importance of professional opinion), self-realization (through the generation and implementation of one’s own new ideas in production practice), belonging (to a circle of persons with additional powers, regardless of position in the hierarchy of the organization), power (informal leadership, manifested in the fact that other, not administratively subordinate colleagues, become executors of the decisions of the initiative employee). Using this motivator, management improves the psychological climate in the organization, strengthening staff loyalty, and achieves higher production efficiency of employees.

On the other hand, the performance efficiency (market success) of an organization may have a high correlation with the manifestations of additional initiative and non-standard actions of employees at lower levels of the production hierarchy. In such cases, the organization’s management not only uses various forms of involvement in management as an element of employee encouragement, but also, with direct material rewards, motivates its employees to take additional (managerial) responsibility for the economic effect of independently made decisions and the implementation of their initiatives that exceed regular authority. (more details about some forms of material motivation for employees to participate in management are described at the end of the paragraph).

Two types of manifestation of this motivating tool can be noted:

• 1) imaginary- when the participation of staff in discussions and decision-making is purely nominal, and management’s praise for active subordinates is artificial, aimed exclusively at short-term maintenance of work enthusiasm and emotional loyalty of employees. In fact, this kind of involvement is a manipulation that involves the need for recognition and belonging to a “selected circle.” The tool of “imaginary” involvement of personnel in organizational management processes cannot be successfully used in large teams at enterprises that provide long-term programs for the development of professional qualities of employees, as well as in teams focused on highly intellectual activities, since personnel over time will be able to make sure that No grassroots initiatives are actually implemented. In this case, a sharp demotivation of employees inevitably occurs not only for new initiatives, but also for daily regular activities - due to the loss of trust in management;
• 2) effective - when management sincerely believes in the possibility of generating positive ideas from subordinates and is truly ready to implement the proposed solutions to improve operations. In this case, motivation by involvement inevitably moves into the area of ​​expanded mutually beneficial cooperation between managers and employees.

Let us consider in more detail this type of personnel involvement in management processes, since it is this type that gives a real and long-term positive effect for both employees and the organization as a whole.

It should be taken into account that the possibility of involving personnel in the management processes of an organization depends on a number of factors external and internal to it (Table 6.5 )TO

Table 6.5

Factors influencing employee motivation

1 Storey D. Personnel involvement and empowerment: educational method. manual: trans. from English Block 2: Book. 11. Zhukovsky: Publishing house MIM LINK, 2009.

A generalization of Western and Japanese experience in involving personnel in management processes is presented in Table. 6.6.

When involving personnel in the processes of managing an organization, a manager, in addition to the influence factors listed above, must take into account additional features of his organization when choosing specific methods of involvement (Table 6.7).

Table 6.6

Ways to involve personnel in organizational management processes

Table 6.7

Features of the internal and external environment of the organization's activities

As noted above, often the management of an organization is directly interested in the direct participation of personnel in management processes. In cases where the effect of employee initiatives becomes clear and measurable, managers begin to use direct proportional material incentives for involved employees to continuously improve overall performance indicators.

In particular, in table. 6.6 indicated such a method of involvement as co-ownership of capital. Note that the development of this method of motivation is the creation and transfer to the management of proactive employees of new specialized organizations, in which the parent company has a controlling stake, and the rest of the shares are distributed among employees, guaranteeing them additional income, stability of position, and a high level of control over the activities of managers .

In addition to co-ownership of capital, there are a number of other motivating mechanisms for involving employees in the management of the organization that have a monetary component (these tools are discussed in detail in paragraphs 2.2 and 5.3 of this textbook). Let us briefly outline the most interesting and relevant tools for the problem of involving employees in the management of an organization.

Income and profit sharing organization is a significant motivating factor for the participation of personnel in the management processes of the organization. This form presupposes a fair division between employees of additional profits arising during the implementation of certain initiatives. Additional profit can arise due to several factors:

• a) cost reduction (saving both materials and time) in relation to the reference volume of production;
• b) an increase in the volume of output per unit of time is positive and disproportionate to costs.

Income participation implies a clear linkage of remuneration to indicators of the success of the organization’s activities (income) in terms of the volume of products produced, material and time costs incurred, and compliance with quality criteria for a fixed calendar interval.

Participation in the organization's losses acts as a tool for increasing responsibility for putting forward and accepting risky proposals and decisions. This form of participation is a reserve of the wage fund (as well as bonus and bonus components) legalized in an employment contract (individual or collective), which can be used to cover losses resulting from the implementation of certain initiatives of an employee or team (division) as part of the change management processes.

At the same time, these forms of material motivation and incentives (including debonus/debonus instruments) have the following common disadvantages.

• 1. It is not always possible to objectively and accurately calculate an employee’s individual contribution to the promotion of management initiatives and the resulting impact (positive and negative).
• 2. Market conditions at a particular point in time may prevent the implementation of truly valuable ideas that are relevant to the previous economic situation.
• 3. Some initiatives may have a long implementation period and a long return cycle for various types of investments, which makes remuneration untimely for personnel who are highly dependent on the material component of motivation.

conclusions

Involving personnel in management processes is a very effective tool for motivating employees and uniting work teams. This motive is considered both social and innate, competing with the degree of influence on the individual with the motive of gaining power and the motive of public recognition of achievements.

Workshop

Test questions and tasks for independent work

• 1. Describe the motive for involving personnel in the processes of managing an organization in terms of the degree of influence on the individual in Maslow’s theory.
• 2. Indicate the features of the “imaginary” involvement of personnel in the organization’s management processes. Justify the advantages and disadvantages of this tool.
• 3. Describe the possible benefits to the organization from involving personnel in management processes.
• 4. Describe the various types of personnel motivation based on involvement in the organization’s management processes.
• 5. Give an explanation of the internal and external factors that influence certain types of personnel motivation based on involvement in management processes.
• 6. Describe the characteristics of the organization that must be taken into account when applying certain types of personnel motivation based on involvement in management processes.
• 7. Which methods of involving personnel in management processes have a direct material basis and what are their distinctive features?

Situational tasks and assignments

Task 1. Propose a methodology for assessing the contribution of an employee’s additional activities (managerial and other initiatives) to the organization’s profit.

Task 2. Develop an algorithm for involving staff in management processes (including a description of motivation tools relevant to external conditions) for a large Russian higher education institution, formulate the benefits for management and employees from staff participation in management processes.

Involving personnel in the enterprise management process is one of the elements of employee motivation. By involving staff in this process, we get motivated employees. Involvement increases personal responsibility for results. This is a sign of trust and recognition of the importance of the employee (and this is one of the leading internal motivators of every second person in this world).

Among all forms of personnel participation in enterprise management, the most widespread are:

• 1) profit sharing;
• 2) participation in property;
• 3)participation in management through the functioning of the enterprise

special bodies.

Profit sharing. A mechanism for organizing interaction, which is based on a completed form of the system of participation of workers and employees in profits, which ensures the participation of workers not only in the distribution of profits, but also in the ownership of the enterprise. The profit sharing system at Omega-Plus LLC is a system in which workers not only participate in the distribution of profits, but, being co-owners of the means of production, participate in covering losses and in management.

The simplest and most widely known is the “percentage of sales”, which is usually offered to employees of commercial departments: sellers, agents, product distributors, etc. This is a fairly strong motivating tool, and, as a rule, the result after implementing the appropriate rules does not force oneself long wait.

Participation in ownership. The economic interests of workers are reflected in shareholder ownership programs in a rather contradictory way: on the one hand, ownership rights to the company’s assets are transferred to them under these programs free of charge, i.e. at the expense of the company, on the other hand, these rights are in fact limited. The distribution of shares among workers and employees is made either on the basis of their wages, or on the basis of length of service, or both.

Participation in management at the enterprise level is expressed in the functioning of special bodies - production councils, advisory committees. The right to participate in decision-making is exercised more fully in matters relating to the organization of labor, its regulation (working hours, vacation, etc.), forms and level of wages, but decisive areas of management (for example, investment, technical, personnel policy and profit distribution) are mainly in the hands of the enterprise manager.

At Omega-Plus LLC, the involvement of personnel is partial, since only part of the personnel is involved in management. For example, many issues are resolved in agreement with the opinions of employees. The interests of lower-level employees are also taken into account, as are the interests of higher-level employees. Each form of personnel involvement is progressing at Omega-Plus LLC every year more and more, which is accompanied by an increase in profitability and productivity.

One of the effective means of communication at Omega-Plus LLC is the internal website, where collective discussions of new projects or problematic issues, planned or already completed events are held. This is how we realize the opportunity to take into account the opinions and desires of the organization’s employees. Therefore, it would be appropriate to say that any meeting can be an effective element of involving staff in the process of company management if all possible resources are used, including internal ones.

Increasing profits and productivity are the main reasons to increase work engagement

Personally, I hear this almost every time I deal with someone's business. Moreover, if I had a dollar every time I heard this phrase from directors, I would already be thinking about quitting my day job.

But the truth is that if you look at how leaders actually manage and interact with their “valued” employees, it seems completely the opposite.

Of course, many companies pay only lip service to employee involvement in the work process. When leaders try to motivate their employees verbally, this, of course, gives some immediate effect, but in practice everything is completely different, because for many companies, profit comes first, and therefore customers, but not employees.

Don't believe me? Then explain why, according to research, in the United States, work engagement has been around 30 percent for many years?

Without a doubt, companies think in the short term. Here are seven reasons to focus on your employees and their engagement at work, which will help you increase profits and increase customer loyalty:

Better staff turnover

According to Hay Group research, the most engaged employees are 87% less likely to want to leave your company than those who are disconnected from the team and work process. Layoffs not only have a disruptive effect on your business and services, but also require additional costs to recruit, onboard and train new employees. Overall, all these hassles can cost your company between 16 and 213 percent of salary, depending on the employee's position.

Improved performance

Happy people are productive people, and highly engaged people also fall into this category. When employees are engaged at work, they feel connected to the company. They believe that the work they do is important and that is what helps them do better work. According to Gallup, those who are engaged outnumber those who are not actively involved by 21 percent. In my experience, this figure is a bit low, but still, 21% is a significant difference in performance.

Increased profit

Companies with engaged employees also see significantly greater profits: a 2008 study from Towers Perrin found that organizations with engaged employees achieved a 19 percent increase in operating profit over a one-year period, while companies with disengaged employees experienced the opposite. 33 percent decline.

As a result, the difference in profitability between these companies was 51%. Then do the math for yourself.

Positive impact on the company's reputation

Your employees are permanent representatives of your company and what they say about you or the organization has a direct impact on your reputation. Happy employees will never say anything bad about you and will always help improve your image and attractiveness to both potential employees and potential clients.

Increased customer satisfaction

Richard Branson once said, “Customers don't come first; Employees always come first. Take care of your employees, and they, in turn, will do the same with your customers.” A 2016 Temkin study found that employees at a company with excellent customer service are one and a half times more engaged in their work than those with terrible customer service.

If you want more engaged and happy customers, you need a more satisfied and engaged team.

Fewer sick days

Involving employees in work entails fewer sick days per person per year - about 4 days less than for people who are disconnected from the work process. Sick days seriously interfere with the full functioning of your company and force additional work to be saddled with other employees.

In 2015, sick days cost all U.S. companies $230 million, so the more engaged your employees are, the less money you lose.

Less stress

There is a direct link between well-being and stress relief. Happy and cohesive teams are not only more productive and efficient, but they are also less stressed and less stressful for other employees. This is exactly the scenario that creates a healthy work environment.

Taking care of employees and ensuring their involvement in the work process should not be empty words for companies and their directors. This should be an active part of your strategy, because, as research shows, there are several compelling reasons that affect a company's growth, its profits and customer satisfaction - the main goals of any business.

In recent years, the involvement of an organization's personnel has become an increasingly significant indicator of the success of an enterprise. The subject of the theory of employee engagement is the search for ways for the company to achieve its strategic goals and at the same time create a special climate for its employees, in which all of them (both ordinary employees, managers, and the leader) will be interested in maximum output.

What is engagement theory

In fact, it is quite difficult to give any precise definition or clearly formulate the postulates of this theory, since it is based on elementary common sense. The difficulty is also due to the fact that for a long time, incorrect and ineffective methods and theories were often used to organize management activities. Today, the development of practices and theories of engagement is finally oriented towards the real state of affairs and common sense.

A brief description of the theory is as follows: the main task of the leader of the organization is to create an atmosphere in the enterprise in which employees could demonstrate maximum productivity, that is, they would be present at their workplaces not only because they are obliged to, but also of their own free will. Personnel loyalty and involvement (LP) means the interest of employees in the work process, their dedication, initiative and responsibility.

For every manager, it is extremely useful to have employees who approach their responsibilities in the same way as an entrepreneur treats his business or as each person treats his personal affairs. In other words, employee engagement characterizes the extent to which employees are personally interested in an activity that fully occupies their attention, and whether they are willing to make every effort to implement it.

Why do we need a theory of engagement?

Almost every employer wants ideal, productive employees, but few know how this can be achieved. A theory that describes employee engagement and how to increase it is needed as a tool to eliminate centuries of ingrained ineffective management practices.

Statistics show that very few employees are fully involved in the work process. A study of employee engagement in Foggy Albion shows that on average only twelve percent of employees in most companies are truly interested in their activities. When it comes to European enterprises, the percentage is even lower.

In addition to defining the concept of engagement, the theory allows us to identify means and courses for raising this indicator. According to many modern managers, the success of an organization largely depends on the creation of a corporate culture. We are talking about a system in which the involvement of staff at all levels is maintained automatically.

Meaning

To illustrate the importance of employee engagement, compare a business to a football team. What would the results of games be with twelve percent player engagement? There can be no talk of any success in this area if football players are not busy with what is happening on the field, but with upcoming dates, upcoming vacations, news from the Internet and other things. It is clear that in the effective management of football teams the principles of inclusion are invariably applied, although they go by different names.

What Employee Engagement Really Is

Personnel engagement management is a set of principles, activities and techniques, a unique approach. With its help, the company's management receives a staff of competent, responsible, proactive and active employees. Each of the employees involved shows genuine concern for the company where they work. He fully devotes himself to the work process and makes every effort to achieve high labor efficiency.

You should be aware that employee engagement is always a mutual interaction, the participants of which are the employer and the employee. This type of relationship becomes possible when there is trust and respect between them. In an effort to achieve high VP, the head or manager of an enterprise is obliged to create a clear and broad communication system. He should also clearly indicate to employees their tasks and provide them with the powers that correspond to their competence. In addition, increasing staff engagement is inseparable from comfortable working conditions and an appropriate corporate culture.

The difference between company satisfaction and engagement

Since the 70s of the last century, it has been constantly updated with new developments designed to improve and optimize the personnel management process. The following theories have become the most interesting and widespread:

• Job satisfaction.
• Employee loyalty.
• Employee powers.

Their main idea is the motivation and interest of the employee in a particular company. These theories are often confused with the VP theory. This is not to say that they have nothing to do with her at all. When combined and complemented by newer ideas about management, they can be elements of a fairly robust theory of engagement. The main difference between these concepts is that, unlike high satisfaction with the company, loyalty and motivation, increasing staff involvement leads to improvements in the following indicators:

• Quality of service and customer relations.
• Product quality.
• Labor productivity.

There is also a significant reduction in the number of absenteeism, tardiness and unauthorized absences from the workplace, that is, an increase in the level of employee retention.

Engaged employee: who is he?

So, the involvement and motivation of staff makes workers not just people who are present at the workplace, but conscious and responsible participants in the work process. They prefer to search for new methods and ideas to optimize their activities, rather than perceive existing rules and established methods of work as the only possible ones.

It can be argued that a truly engaged employee has the following qualities:

• Absorption in work. For him, the workday goes by quickly.
• Maintaining concentration over long periods.
• Feeling a strong emotional connection with the company.
• Passionate (enthusiasm).
• The desire to expand the scope of one’s activities (flexibility).
• Adaptation to changing circumstances.
• Commitment to developing work skills.
• No need for reminders or orders.
• Timely completion of tasks.
• Persistence.
• Initiative.
• Focus on fulfilling plans and goals.
• Integrity.
• Responsibility and commitment.
• Dedication to work.

In many ways, nurturing employees with such qualities becomes possible with the help of an appropriate corporate culture.

How can you measure employee engagement?

In order to improve any indicator, it must first be measured. When assessing phenomena influenced by human factors, it can be extremely difficult to obtain reliable and objective data.

Personnel engagement assessment is carried out by specialists based on studying the general principles of engagement formation. Knowing how this phenomenon occurs, you can evaluate it and calculate the involvement index (II).

This technique is based on the fact that VP includes three components:

All these factors of employee engagement are of great importance for calculating IW. However, their share in the numerical indicator calculated for different companies will differ. For example, for an IoT organization with ambitious corporate goals, the value of the first factor will become decisive. This is due to the fact that such enterprises strive to involve the majority of their employees in solving common problems. However, the subtlety is that the optimal value of this factor in IW will not be more than 50 percent, since good ordinary employees are involved in their own labor process.

As a rule, the value of the third factor when assessing VP is minimal. Of course, it is taken into account, but rarely exceeds 20 percent. This is not surprising, because the effectiveness of innovations depends on how they are implemented and used during the work process.

Questioning: the essence of the reception

The main source of information about the level of VP becomes a survey of company employees in some way. The most informative is a survey, which can be open or anonymous at the request of the employer.

Depending on the size of the company and the scale of the research, questionnaires may contain a completely different number of items. Questions are formulated in the traditional way or ask to agree/disagree with the thesis.

The answer form may contain options (tests) or the questions may remain open-ended. The nature of the responses gives an idea of ​​the extent to which the staff is committed to the organization.

Examples of basic questions

There are several universal questions, the answers to which can provide general information about the level of VP:

• Do you know what results your manager expects to see from your activities?
• Do you have the materials and equipment necessary for your work?
• Do you have the opportunity every day during your working day to do what you are very good at?
• During the past week, have you received praise or awards for a job well done?
• Does your manager or employee show concern for your personal growth?
• Do you have a colleague who encourages your professional growth?
• Do your employees and manager take your professional opinion into account?
• Do you think the statement is true: thanks to the goals of the enterprise, I realize the importance of my work?
• Are your employees motivated to produce high quality work?
• Do you have a friend at work?
• Have you discussed your progress over the past six months with anyone at work?
• Have you learned anything new and gained professional growth in the last six months?

After analyzing the data obtained, the company’s management decides to make changes to the corporate culture and determines what methods of employee engagement (more precisely, increasing it) will be used.

What can you do to increase engagement?

There are several universal techniques that allow you to achieve impressive results quite soon after implementation:

The specified methodology for staff engagement is not a complete list, since each enterprise chooses a strategy taking into account its own capabilities and objectives, since each organization has different levels of staff engagement.