error or if they’re performing below expectations, but less often praise or recognition when they do well. Engaged employees feel they’re making a positive contribution so managers need to take time to praise, encourage and, when needed, coach and mentor employees. As a manager, you know your team best and what each individual employee needs. A pat on the back will be the ticket for some, while others will relish a more public recognition of their efforts. 4. Give people control. People like to have control of their job and leaders can create opportunities for this to happen. Are you flexible and attuned to the needs of your employees as well as the organization? Do you involve employees in decision-making, particularly when they will be directly affected by the decision? Do employees have a say in setting important goals? Are employees able to voice their ideas in a safe and open environment? 5. Foster relationships. Studies show that when employees work in teams and have the trust and co-operation of their team members, they outperform teams that lack good relationships. Great leaders are team builders; they create an environment that fosters trust and collaboration. Being cared about by colleagues is a strong predictor of employee engagement. 6. Show appreciation. Plaques and certificates are nice, but usually end up in the individual’s desk drawers. Show appreciation and recognition year-round. For example, take your team out to lunch as a thank you for reaching an important goal, give them the rest of the day off, or host a team-building session at your home. Mixing in the occasional opportunity for families to gather and enjoy a company-sponsored event can also be meaningful – a party for children during the holidays or a family fun day are great examples. 7. Demonstratecorporate responsibility. Engagedemployees are proud of the company for whom they work. A company that is actively involved in its community, helps the less fortunate, or makes improving the lives of others or the environment part of its mission will be especially appreciated by younger workers. As a double engagement bonus, offer employees a role in how Corporate Social Responsibility (CSR) programs are run, so they feel their contributions are valued in more ways other than their work. It is important to remember that the ways to increase engagement vary by group and by your team’s individual needs. Perhaps some of the tips above may be useful, while othersmaybe lessapplicable, dependingon thedemographics and unique needs of your employees. Depending on the generational breakdown of your team, some of these tips may not sway engagement results as much as you’d like; perhaps your unique mix requires a blend of these options. If you need assistance with employee engagement for your team, consider contacting your Employee and Family Assistance Program (EFAP) for a consultation. Experts in the field can help tailor your engagement strategies based on the challenges and demands of your team. Finally, remember that employee engagement is a direct reflection of how they feel about their teamand company. They also want their leaders to walk the talk when they proclaim that “our employees are our most valuable asset.” Have you done an employee engagement survey recently? How did you measure up? 43 Issue 4 | 2024 | SupportingYour Practice
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