Tip of the Day: Don't let employee engagement decline along with the economy

As goes the economy, so goes employee engagement it seems, which is not good news for employers. Survey results from Quantum Workplace show 66% of employers saw decreases in employee engagement between 2007 and 2008.

“Employee engagement is measured by the ability and willingness of individuals to exert extra effort for the benefit of the company, their tendency to speak highly of the organization and their intent to stay,” says Greg Harris, president of Quantum Workplace.

Best known as the research firm behind Best Places to Work programs in more than 40 metro areas, Quantum Workplace surveys more than 1.5 million employees among 5,000 companies nationwide. The surveys are conducted at different times of the year, but at the same time of the year in each location.

“In the past, our surveys have shown how employers can significantly influence, if not control, how motivated and satisfied their employees are," Harris says. "But, we couldn’t help but wonder what affect such a significant event beyond employer’s control — an economic crisis — might have on employee feelings and perceptions of their workplaces."

By an almost two-to-one margin (134 to 76), more employers had lower overall employee engagement scores in the fall of 2008 than the fall of 2007. This result is out of the ordinary from trends for the last five years, and strongly suggests that the economy may well be influencing employees’ attitudes about their jobs and workplaces, Harris posits.

However, there still are actionable points for employers. Quantum's analysis outlines five factors distinguished the variation among winners and losers:

1. Setting a clear, compelling direction that empowers each employee.
2. Open and honest communication.
3. Continued focus on career growth and development.
4. Recognizing and rewarding high performance.
5. Employee benefits that demonstrate a strong commitment to employee well-being.

According to Leigh Branham, author of "The Seven Hidden Reasons that Employees Leave," “It may be difficult to implement the five lessons described, but as Winston Churchill said: ‘Kites rise highest against the wind, not with it.’ The additional efforts to engage employees, in spite of the economic currents, can garner significant returns.”

“Having a highly engaged workforce certainly doesn’t completely insulate an organization from economic recession. But a more engaged workforce can act as insulation, a buffer if you will, from the effects of the economic downturn,” according to Mark D. Hirschfeld, principal, Goldenrod Consulting, Inc.

Tip of the Day: Close the 'engagement gap'

With virtually all businesses facing significant challenges, it is even more important for employers to keep employees engaged, focused and productive. A new book released by Towers Perrin, "Closing the Engagement Gap - How Great Companies Unlock Employee Potential for Superior Results," highlights the "Engaging Eight" -- eight companies whose leadership, management and culture drive high employee engagement.

The companies are: Campbell Soup Company, EMC Corporation, Honeywell International, McKesson Corporation, MGM Grand Hotel and Casino, North Shore-Long Island Jewish Health System, Novartis AG and Recreational Equipment Inc. Further, the book offers five keys to unlocking employees' engagement potential.

After reading up, check out the engagment gap blog TP has set up. But why take their word for it? How is your company keeping employees engaged during the recession? Share your own tips on engaging employees -- comment below.

Overheard At: BFE attendees voice frustrations, solutions regarding employee engagement

The following are comments from Benefits Forum & Expo attendees at a peer networking session for large employers (more than 1,000 employees):

"It doesn't matter how many times you e-mail them [benefits communications], they don't read it."

"I can talk to them about benefits until I'm blue in the face, but if information comes from one of their coworkers, that's when they listen."

"We stopped using smaller incentives -- $50, $100 -- and instead just focused on one big-ticket item, a car. Seeing that clicked with employees, and we ended up spending the same amount that we would have spent on a bunch of smaller cash incentives."