What is employee engagement? How is it measured? What is its value to a business?

Employee engagement is the relationship between an organization and its employees. It is the extent to which employees commit to the company, how hard they work and how long they stay. An engaged employee is one who is fully absorbed by and enthusiastic about their work and further takes positive action in building and enhancing the organization’s interests and reputation.

It can be measured through the use of surveys or questionnaires but in small companies this is generally not the practice. You will be able to determine the level of engagement by staying close to employees, listening and providing opportunities for input and advancement within the company. A rarely measured expense of a business is the cost of a lack of engagement on the organization. It is important to know in order to be successful.

Some of the facets of engagement are:

• Informed Connections — Leaders must show employees that they are important and are valued by the organization. There are various ways to do this including compensation, benefits, rewards, recognition and development. Employees desire to be “in the know.”

• Career opportunities — The ability to move up in an organization is key. Learning and development opportunities are valued by employees. Having the knowledge and tools to do their jobs will provide a greater satisfaction level.

• Communication — Employees want to know what is going on. The office grapevine should not be the way employees receive news about the company. Formal and informal communication avenues should be pursued. Leaders are responsible for communicating a clear vision not only for the company as a whole but also for each employee. Information sharing is vital for Millennials and others to stay engaged. Employees want to be involved.

• Integrity and innovation — What is the company’s reputation? Is honesty and integrity the cornerstone of your organization? The culture of innovation and creativity provides opportunities for the entrepreneurial spirit to exist among staff members. A code of conduct is more than just a policy guideline.

• Rewards and recognition — Outstanding employees are driven by recognition more than money. Immediate feedback and recognition for outstanding performance will produce a repeat of stellar work. The rewards and recognition programs don’t have to be expensive or sophisticated to be effective. You get a lot more from someone by a pat on the back rather than a kick in the seat of the pants. Recognize in public but assess performance or, when necessary, criticize in private. Good leaders coach, convey and set a good example.

• Teamwork and collaboration — Studies show that when employees work in teams and have trust and cooperation they outperform other groups and individuals. Great leaders build teams by creating an environment of collaboration and appreciation. Rally employees and teams with goals and expectations. Then ensure there is measurement and reward for results.

• Confidence — Having high ethical and moral standards invokes confidence when displayed from the top of the organization. It filters all the way down through the company. Belief in your product or service by employees will be evident in customer responses.

Consultants, academicians and practitioners have argued about whether a competitive advantage can be gained by creating an engaged workforce. A compelling case can be made for why employee engagement should be a priority. Making full engagement a goal and eliminating reasons it is not happening at a high level will pay off. Leaders are responsible for implementing behavioral strategies to facilitate necessary change that will result in achieving the highest level possible of employee engagement. A highly engaged workforce will produce a higher level of performance and enhanced results. How important is this in your business plan? It is more than just words. It requires commitment to an action plan to work. The payoff is worth it.

Becky Vaughn-Furlow retired from Trustmark Bank as executive vice president and human resources director. She can be contacted by emailing bvaughnfurlow@gmail.com.