So, what can you do?
1. Listen. Who is your main sponsor? And who is that sponsor reporting into and what do they want? Employee engagement is more than team building days and the ability to listen to how the sponsors and stakeholders define success is critical. Perhaps they don’t know how to articulate it; then you have a chance to educate. And if they do, how do they say it simply? In our experience, it can range from “I want people to feel welcome and able to voice their opinion” or “I just do not want to be ambushed at the next board meeting about the same issue again”.
2. Demonstrate that the initiatives that are under your control makes a difference to the results of the company. We advocate using scoreboardsand dashboards. The scoreboard demonstrates what important for your business and its success – is it reducing recruitment cost, attracting staff, reduced absenteeism? The dashboard lists the actions that is under your control that contributes to the success defined, for example increase awareness of how to take better care of your physical health, leadership training provided to new managers, number of people involved in the training on productivity etc.
3. Demonstrate the return of investment. For example, is it in the form of business growth, cost reduction, cost containment, opportunity cost? How will the programme will cover short, medium and long-term targets? Taking time to use the available research and data and assess if it is a cultural fit to the organisation.
Can you see that even by conducting a business case for employee engagement…You are then already starting to conduct employee engagement?
The value of asking the right questions at all levels in the organisations, requires you to understand…What are the most optimal questions to ask?
At Systemic Growth, we offer different strategies and tools that can support you and your team in building the business case.
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