Building Future Social Organisations through Employee Engagement

Two worlds – Two methods

World of facts World of Emotions
World of facts are Financial, technical, marketing & professional problems and they can be usually dealt with by rational methods, experience and professional & technical know how or skills ….in other words brain or cognitive skills There are other issues that are beyond the bottom line which take longer to deal with these are related to cooperation, communication, motivation, trust, respect, responsibility, loyalty etc. they are difficult to see thru and they hurt & can create frustration.

How employee engagement is different from other concepts?

Work engagement, job involvement and organizational commitment are all similar in that they tap one’s positive attachment to work.

Employee engagement is different from these in that it emphasizes how psychological experiences of work and work contexts can shape the process of being present and absent while performing the job.

Top 10 Drivers of Employee Engagement Globally

  • Senior management sincerely interested in employee well-being
  • Organization’s reputation for social responsibility
  • Input into decision making in my department
  • Organization quickly resolves customer concerns
  • Set high personal standards
  • Have excellent career advancement opportunities
  • Enjoy challenging work assignments that broaden skills
  • Good relationship with supervisor
  • Organization encourages innovative thinking

Leadership Style in Engaged Organization

Rational, analytical, Emotional intelligence
Dispassionate Great communication skills
Directs and delegates Coaching/involvement
(but micromanages) “I’ve said it once, people should get it” orientation
Afraid of the “soft stuff” High ego needs Ability to inspire
  Authenticity and humility

Case Study: How employee engagement can bolster corporate branding strategy

Southwest Airlines

Southwest Airlines is known for its caring and family atmosphere as well as its high level of employee engagement, customer satisfaction, productivity and lower employee turnover rates.

The top management team attributed their success to their emphasis on relationships with employees (Gittell, 2001). They spend more time and money on recruiting, hiring the right people and leadership development than their competitors.

The mission of Southwest Airline is “Dedication to the highest quality of customer service delivered with a sense of warmth, friendliness, individual pride and company spirit” and its corporate brand captures this spirit in its “Freedom to Fly” tag line.

For their employees, Southwest Airline also has an internal brand that corresponds to the external brand, which is “Freedom Begins With Me” (HR Focus, 2001).

They encourage employees to live the corporate message by providing resources and support for personal and professional development. Resources include information about career development programs, financial planning programs, retirement plan and personal benefits that are easily accessible to employees. In addition, they encourage employees to share their concerns or suggestions, facilitating open communication.

Thus, employees are encouraged to internalize and deliver a corporate brand. The result is a strong reputation for reliability and friendly service (Gittell, 2001). Southwest Airlines demonstrates that investing in employee engagement actually pays off not only by improving financial productivity but also by strengthening a corporate brand.

Employee Engagement

“Positive, fulfilling, work-related state of mind that is characterized by vigor (feeling energetic and resilience at work), dedication (being proud of and happy about one’s work) and absorption (being totally immersed in ones’ work).”

Employee engagement consists of two dimensions, cognitive (intellectual) and emotional. Cognitive engagement means that employees are sure about their job requirements and role expectations; whereas emotional engagement means that they receive timely feedback and social interactions with their co-workers, which make them feel connected to their organizational members.

Case Study: How employee engagement can bolster corporate branding strategy - Johnson & Johnson

Johnson & Johnson emphasizes a family atmosphere, strong values of respect and participation.

Their one-page Credo reflects their values and promises with a consideration of each stakeholder group (e.g., employees, customers, stockholders and communities).

The Credo has been part of their company over 60 years and has served as a guide to determine the direction of their business strategy. The importance of acting on this Credo is emphasized from day 1 in the recruiting process as exemplified by the company website.

In addition to their business strategy, their HR practices are also aligned with their Credo. For example, HR emphasizes teamwork, work-life balance, and career development. This aligns with the section of the Credo saying, “We must be mindful of ways to help our employees fulfill their family responsibilities.” In sum, the alignment of Credo, business strategy and HR practices enables Johnson & Johnson to Engage employees to become living ambassadors of the Johnson & Johnson brand.

Employee Engagement

Occulus Consulting provides unique Employee Engagement services encompassing the lifecycle of employees, making it life changing experience. For further, Please call on 9321619006 or write to us on This email address is being protected from spambots. You need JavaScript enabled to view it.