A recent report from Aon Hewitt shows that global employee engagement levels are falling for the first time since 2012. It cites the rise in populist movements and rapid advances in technology as reasons why people are feeling less secure about their jobs and less engaged. In uncertain times organizations clearly need to redouble their efforts to improve employee engagement.
In a thought-provoking white paper Vlerick Business School’s Professor Koen Dewettinck and his colleague Silke Van Cauwenberg clear up several misunderstandings about the initiatives that can best help organizations enhance their employee engagement.
Click on Download this Resource to read the White Paper: 4 Myths about Employee Engagement
Engaged employees, who experience their work as significant and meaningful, show high levels of energy and mental resilience and this links to positive outcomes such as lower absenteeism, proactive and innovative employee behaviour, and ultimately better organizational performance.
Conventional wisdom suggests that giving a salary rise, involving employees in decision making, holding frequent performance talks, and good team spirit are all key to better employee engagement. In fact, the research quoted by these authors shows that none of these factors are as important as providing intrinsic rewards, fostering a culture of coaching, having few but in-depth performance talks, and providing well-defined goals.
Click on Download this Resource above to read the White Paper