Employee Engagement

By driving the 'seven steps to success'; employees are enabled and empowered through gaining knowledge, desire, confidence and skills. 

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Knowledge - "I should know this"


There are so many variables as to why there is a lack of knowledge;  insufficient training and /or supervisory support; adhoc or spontaneous meetings creating poor communication - lack of information/no information for the task at hand of what they are trying to achieve; absence or outdated Visual Management boards and/or an absence within the organisation's management for a sense of urgency for training.

Desire - "I want to learn this"


How do you take your first step in creating a culture of desire? There are many ways to improve within an organisation;  a Visual Management drive for continuous improvement; data driven achievable targets improves and generate interest in small wins, not forgetting to celebrate with your co-workers; imrpovements with communication - clear concise information for the task, where, how and why; effective listening, remembering to allow other colleagues to have a voice, and embrace the possibility of new ideas from the work force, creating the BUY-IN.

Skills - "I can do this"


By utilising a Matrix of 'Best Practise' as a guide  aids  Management's understanding of  'weak links' and improve standards requiring to be made within the workplace: training - will encourage their confidence; skill Identification - management knowledge of the skill set of the workforce; data collation - Skill Matrix kept updated; delegation - identification of a 'Champion', and deliver a sense of urgency - of why a need to train?

Optimism - "It's worthwhile"


- a  disposition  or  tendency  to  look  on  the  more  favourable side  of  events  or conditions  and  to  expect  the  most  favourable  outcome.


Employee knowledge gained from training will encourage confidence and enhance their capabilities; by an employee ''stepping outside the box' it will aid ability in working either within a team or autonomously. it is important to have good communication with positive feedback from management to workforce; it is also important to keep in mind that management should avoid 'in crowds' and 'set-up-to-fail' syndrome; do not undermine colleagues at the first hurdle. Plan realistic goals to be able to maintain realisitic goals.

Facilitation - "Its easy"


For an employee a key factor of  getting the job done effectively and efficiently is having the correct tools where and when necessary; Visual Management  should be utilised in keeping  staff  aware  of  updates of  progression of work  within the organisation. Transparency of the processes within the organisation should be used to transmit both positive results and opportunities for improvement and 'Follow-up' on items that is brought to your attention. Empowerment of employees, clarify in leadership and succession development.

Reinforcement - "That was a success"


By introducting regular meetings - to update on the progress of a project, employees will feel part of the project; data is integral to the transparency of the management's feedback of the project with both positive and negative results of the data analysis which displays the intregrity of the organisation; feedback from employees that have worked on the project should be listen to, so that continuous Improvement from the evaluation and improvements learnt from the project; sustainability will be achieved and reinvigorate the process whilst implementing the vision to the workforce.

Stimulation - "I want to join in"


To encourage motivation to their employees, they must be seen to inspire or be inspired, to stimulate a need to self-improve; they must be challenge and encourage to 'think outside the box' and aim for their higher potential; by showing employees the direct impact of their efforts to the company's success, creates purpose; management should give clarity of speech, and be concise both up and down within the organisation when giving feedback on performance and where improvements need to be made.