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Five Steps to Greater Employee Engagement


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duty of care

Duty of Care – Keeping Employees Safe in High Risk Locations

19 April 2018 / By Nick Royle / Business  / Business Travel Tracking  / export  / Global Mobility Management  / Global Talent Mobility  / HR  / International Assignment  / Relocation  / 

Duty of Care – Keeping their global business travelers and assignees safe has become much harder for companies than it…

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Should Companies Include Restrictions in Assignee Contracts?

9 April 2018 / By Nick Royle / Business  / Global Mobility Management  / Global Talent Mobility  / HR  / 

Anytime a company sends an employee on assignment, there are multiple issues to consider, although some tend to be overlooked.…

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MSI wins 1st place for Quality of Service in HRO Today Magazine’s 2018 Baker’s Dozen: Relocation Ranking

March 25th 2018 – MSI Global Talent Solutions, a human capital advisory firm that enables companies to improve, grow, and…

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Move for Hunger

MSI Global Talent Solutions and Move for Hunger Announce Collaborative Effort to Help Feed Families in Need

Hampton, NH February 12th 2018 – MSI Global Talent Solutions, a professional services organization dedicated to helping companies create human…

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Not yet GDPR compliant? Here’s how to minimize your organization’s risk

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Keeping Employees Safe in High Risk Locations

Keeping their global business travelers and assignees safe when visiting high-risk travel locations has become much harder for companies than…

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Summary: What is the GDPR?  Who needs to comply? In this session we reviewed the highlights of the new General…

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Global Talent Strategy: Modernization to Facilitate Success

Summary: Organizations continue to be impacted by the evolution of advancing technologies, shifting political climates and high competition for quality…

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Five Steps to Greater Employee Engagement

3 November 2014 / By Nick Royle / export  / Global Talent Mobility  / HR  / Leadership  / Talent Mobility  / 

msicompensation-2To be successful, organizations must take responsibility for their greatest asset – their workforce. And while meeting the needs of an often diverse group may seem challenging, companies can start by simply identifying their three basic types of workers: engaged, actively disengaged, and non-engaged.

Engaged employees consistently work with passion and feel connected to the company. Actively disengaged employees are typically unhappy and project their misery by undermining engaged workers and sabotaging progress. Not-engaged employees aren’t disruptive, but they’re not particularly motivated either; they do just enough to fulfill job requirements.

Current studies show that only 30 percent of U.S. employees are engaged. Companies that are able to change this, and convert their non-engaged workers into engaged ones, will discover a profitable, performance-improving opportunity.

And how is this accomplished? By letting employees know they’re seen and respected as unique individuals and by understanding the talents, beliefs, and goals that drives each individual’s performance. Specific strategies for doing so, says Robyn Reilly, a senior consultant at Gallup, are as follows:

Use the right employee engagement survey: If you ask your employees their opinions, they’ll expect action to follow. Don’t make the common mistake of using employee surveys to collect information that is irrelevant. Any survey data must be specific and actionable for any team at any organizational level. Data should also be proven to influence key performance metrics.

Focus on engagement at both local and organizational levels: If top-level employees set the tone for greater engagement, positive change at the local workgroup level will follow. When leaders weave engagement into performance expectations for managers, and allow them to execute on those expectations, you’ll gain the most benefit from engagement initiatives. All employees must feel empowered to make a significant difference in their environment. Managers should work with employees to identify roadblocks to engagement and opportunities for positive change.

Select the right managers: The best managers understand that their success and that of the organization relies on employees’ achievements. They try to understand each person’s strengths and give them opportunities to use them. Make sure to select managers who empower their employees, recognize and value their contributions, and actively seek their ideas and opinions. Businesses that scientifically select the right managers will greatly increase the odds of engaging their employees.

Coach managers properly and effectively: Research has found that managers are mainly responsible for their employees’ engagement levels. Organizations should coach managers to take an active role in building engagement plans with their employees, and hold them accountable for the results. Follow up by tracking their progress and making sure they continue to emotionally engage employees.

Define engagement goals in realistic terms: Leaders must make engagement goals meaningful to employees’ day-to-day experiences. Have them describe what success looks like, in order to give meaning to their goals and build commitment within a team. Weave engagement into daily interactions, by having managers discuss employee engagement at weekly meetings, in action-planning sessions, and in one-on-one meetings with employees.

Nick RoyleMSI

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