Home' Trinidad and Tobago Guardian : May 25th 2017 Contents a high level of employee engagement
report 22 per cent higher productivity
than those that do not, proving that im-
proving employee engagement on your
team is more than simply improving
2. Higher retention
People leave when they don't feel ap-
preciated. That's why we've made recog-
nition a really high value. Our business is
people-capability first; then you satisfy
customers; then you make money.
CEO of YUM! Brands
Engaged employees are more likely
to stay with your organisation. Im-
provements in employee engagement
are shown to decrease turnover by 24 to
59 per cent. Is your top talent starting
to slip away?
One Gallup workplace engagement
study found that 51 per cent of employ-
ees are either actively searching for new
jobs or are watching for openings.
Yet, when segmented by employee
engagement, only 37 per cent of en-
gaged employees are looking for jobs.
When you factor in the lost skills, de-
creased productivity, talent-search,
and onboarding costs that are incurred
when an employee leaves, this 14 per
cent difference is huge!
The way your employees feel is the way
your customers will feel. And if your em-
ployees don't feel valued, neither will
your customers. Sybil F Stershic,
author of Taking Care of the
People Who Matter Most
When your customers interact with
a disengaged employee they naturally
transmit their level of disengagement
with the organisation and its goals.
During that interaction with a dis-
engaged employee, customers do not
experience the best an organization has
to offer. In some cases, they're experi-
encing the very worst.
Organisations with a highly engaged
workforce get much higher customer
satisfaction ratings and enjoy higher
customer retention and referrals.
Engaged employees are committed
to delivering quality and excellence
because they feel as though they are
truly a part of the organisation. They
are connected to the vision and the
mission and have therefore become
effective brand ambassadors for the
4. Improved talent
You can't sell it outside if you can't
sell it inside.
When you have an engaged, produc-
tive, and talented workforce, you are
better able to attract more high-quality
talent. Your team will be more likely
to refer contacts and help spread the
word that your company is looking to
fill a position.
When you have candidates in for in-
terviews, your engaged employees help
to bring the right person on board by
asking engaging, thoughtful questions
and providing authentic testimonials
about what it is like to work with you.
Top talent wants to work with other tal-
ented, passionate and engaged talent.
When they experience that energy in
your organisation during the interview
process, they are much more likely to
accept a job offer.
5. Improved bottom
Employees who believe that man-
agement is concerned about them as a
whole person---not just an employee---
are more productive, more satisfied,
more fulfilled. Satisfied employees
mean satisfied customers, which leads
to profitability. Anne M Mulcahy,
former CEO of Xerox
All of these reasons, brought togeth-
er, contribute to the fifth, and perhaps
most important, reason to create a plan
to improve employee engagement on
your team now---your bottom line.
If you are the type of manager whose
performance is measured by business
performance and growth (is there any-
one out there who isn't?), then you have
a tangible, financial reason to improve
employee engagement. Would your
company's bottom line benefit from a
20 per cent increase in productivity, a
20 per cent decrease in turnover, a 10
percent increase in customer satisfac-
tion, and improved talent acquisition?
Managers are the main drivers of
employee engagement in your organ-
isation. In a recent survey, 59 per cent
of employees in T&T say they do not
get along with their managers. If the
employee relationship with his or her
manager is not strong enough, the
manager may not be getting the best
out of the employee. How a manager
deals with their people's performance
can impact the engagement and sup-
port of the wider team.
Are your managers developing the
leadership skills they need to motivate
and engage their employees?
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crestcomleadership.com/tt or email
email@example.com or call
MAY 25 • 2017 guardian.co.tt BUSINESS GUARDIAN
VERBATIM | BG13
Five reasons to improve
employee engagement now
Have you ever met
a service repre-
on their phone than with serving
you? You are made to feel as if you
are interrupting their world just by
being in their presence requiring
attention. If that service represent-
ative is your employee, how would
you deal with the situation? You
could implement a company policy
to ban or limit cell phone use. Or
you could look deeper and see why
the employee is not engaged with
his or her job.
According to Quality Consult-
ants Ltd, who regularly conduct
engagement surveys in the Car-
ibbean, 57 per cent of employees
are engaged with their job and their
organisation. However, only 45 per
cent of the 3,000 employees sur-
veyed have a positive rating of their
Here are five compelling reasons
to improve employee engagement
for the long-term success of your
When people are financially in-
vested, they want a return. When
people are emotionally invested,
they want to contribute.
author of "Start With Why"
Engaged employees are more
motivated to do their work, mak-
ing them far more productive
than their disengaged counter-
parts. They find sources of pas-
sion for their job, giving them the
fire to stay focused and produce
Engaged employees are also often
the most innovative people on your
team because they are motivated to
continually learn new things and
think of new ways to do their job
better. Simon Bailey, Crestcom
faculty member featured this
month, in his session on "Devel-
op Effective and Devoted Employ-
, states that organisations with
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