How to Create Engaged Employees

Employee involvement is a largely misunderstood concept and is often carried out by management through programs initiated in the workplace. However, you cannot “engage” employees, but you can create an environment where employees can choose to participate. So what should a manager or executive do because they want their employees to be fully involved in their work?
Here is an interview with me on this topic.
It is said, “Let’s increase productivity by 10%.” Not 10%. We are talking about hundreds of percent.

Yesterday we talked about leadership and how to manage people, but it’s been a hot topic these days, so the topic of employee engagement was taken up. Dad, I just wanted to ask you. What is Employee Engagement?
Bennett: Well, the Holy Grail of management has been working for many years to get the most out of our employees, to actually improve their performance in the workplace, and to make significant improvements. And dedication seems to be the latest buzzword that applies to this. Compromise is not something management can do. What the commitment really is is quite misunderstood.

Too many managers think they intend to involve their employees. It’s a verb. Commitment is not really a verb. Commitment is a condition of choice for employees. This is an employee decision and is based on the circumstances that management sets up in the workplace. And commitment is when I get a job, and when I dedicate, I apply 100% of my intellectual ability, 100% of productivity, 100% of creativity, 100% of innovation at work And I am devoted and motivated to get the job done perfectly. The best I can do.
Kimberly: So what’s the difference between employees unrelated to their fiancĂ©e, their level of motivation and productivity? Please tell me a little more about the difference.
Bennett: Well, absolutely. Experts: Visit:-

There are some real experts in this world who have studied this. And perhaps the one I would most like to mention is Stephen Covey. And Stephen Covey points out in his book that the only difference is, for example, in the productivity between uninvolved and fully engaged employees. Of course, there is a complete spectrum in between. However, according to Covey, full-time employees are about 500% more productive than separated employees. So this is a big win. It is said, “Let’s increase productivity by 10%.” Not 10%. We are talking about hundreds of percent. And that’s really something.
Sounds like a soft skill. Rather, people want to find ways to do a better marketing job, get a better product, and so on. Engagement is a real effort, and it costs a lot because the employees who engage not only give 100%, but also prefer to get to work. That is, their morale is passing through the roof and they are just biting the job. These people think about their work when they are away from work and dream of what they can do at work. In other words, they apply at home, so

if you come to work tomorrow, you can work better than tomorrow. Therefore, commitment is very important. Kimberly: But if you can’t get your employees involved, how do you create an engaged employee?
Bennett: Well, the method is actually very simple.
When an employee is hired for the first time, he is really engaged. They want to commit, they want to commit to this job, so they get the job.
What happens to them more generally? Management takes all sorts of actions that separate them. The top-down command-and-control approach to managing people is the most standard approach. Society teaches us that. It is an authoritarian society. We all know how it works. It is used in the workplace and is motivating, depressing and humiliating for employees. And they all get to work, and in the first week they realize that management really doesn’t want to.
So management must stop teaching people what to do to produce it. You need to resign and ask what it takes to do a better job for people. And they will tell you. At first, I don’t know if I will tell you my feelings, so it will take a while, but eventually I will tell you more and more, so you should support me. And we do it 24 hours a day, 7 days a week.
This is not something you can do all at once. That’s what happens every day, and ultimately this employee provides all the information you need, the best tools you need, the best training, and the parts you need when you need them. Offers.

The material when they need it. And at a high level you give him that. Suddenly they decide to commit more. And, as I said, it’s a spectrum. Therefore, they can temporarily commit 40% against 10% and can increase on average from there. Some people say, “Wow, the conditions here are great, and I really want to join,” so go faster, join faster, and they do.
But it is a personal decision based on how they are treated by management. And if management treats them as if they were worth it, they would be very valuable. Kimberly: So the reward system isn’t as shocking as one-on-one, just ask yourself, “What do you need?” Is that what you say?
Bennett: It’s not that shocking. Rich programs are actually negative. Because what we do is understand what we need to do to deceive the system in order to reward it, and people are really smart, so how to operate the system quickly Learn They can solve these things.

Therefore, the reward program is completely useless. In other words, it actually has a negative effect. Because when you understand how to trick the system, it spends their time. They don’t spend their time doing better work, they spend their time tinkering with the system. What management does is not to get in the way of the workforce. They must stop cutting the labor force. They need to be out of the way so they can make the decision to commit.

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