Why Employee Engagement Matters
A common theme emerges when companies begin researching how to embrace employee engagement. These companies discover the idea that Employee Engagement begins before the employee is on the payroll. The way that an organization handles the interview and hiring process brings them the talent they want. Done wrong though, and it scares that talent away.
Does the organization in question have an adequate system in place to “tap their talent” right from the beginning?
In other words:
- Do hiring managers tend to focus on the strengths of the potential new hire during the interview process?
- Does the organization use these strengths as a negotiation tool in the offer process?
- Will the candidate know exactly how they will be able to use their talents within the organization?
- How does the organization specifically link the strengths and talents of the candidate to the overall mission of that organization during the first 90 days of employment (the typical probationary period)?
- Does the program aid new hires identify their strengths and talents that directly tie to the organizations goals?
The Corporate Leadership Council adequately described an employee’s clear understanding of how their respective strengths, talents and accomplishments positively contribute to the overall mission of an organization as one of the most important factors for employee engagement.
Coaching clients are told that specific strengths that they demonstrated in former jobs. Project management and relationship-building skills, for example — were tied directly into the immediate expansion plans of their new organizations. Additionally they would be utilized as soon as they began their new jobs.
Clearly, those organizations are attempting to “Tap their Talent” from the very first day.
Yet we can’t express relief after a potential employee accepts the offer, because it’s just the beginning of the engagement work. Now, the company has to hold on to them.
What the Research Tells Us
Research shows it typically takes nearly 90 days of employment for new employees to really be able to evaluate the information that they receive during the recruiting and onboarding processes. After 90 days, they are more able to step back and look at their experiences. Look at the overall culture of the company, their peers and managers, and their training. Those experiences indicate if the job is a fit for the individual. In addition to whether they see themselves building a long and successful career within that organization. Those experiences positively or negatively impact whether they stay with the company. This is one of the first solutions keys to a company’s employee retention challenge.
Some questions for one to consider for Employee Engagement:
- How do I work with the HR/Staffing professionals to provide accurate information and a successful plan to tap a potential hire’s talent during the all-important interview and hiring processes?
- Can I add to the successful onboarding of the potential new hire?
- Should I incorporate a welcome from senior management that addresses the mission of the organization from the very first day?
- How do I help a new hire associate their strengths and talents with the mission of the organization?
- Who should advise a new hire about opportunities to further strengthen their skills, knowledge and abilities?
- Can we design/implement a mentoring program or a “buddy system” that is successful for new hires?
- How can I determine the results of the engagement efforts?
These answers will help one formulate ways to further the engagement of future new hires.