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Maybe you’re a true believer in the power and importance of employee engagement—but the same can’t be said of just everyone. There may be members of your own C-suite or management team who still don’t really understand what employee engagement is or why it matters. Thus, before embarking on any kind of employee engagement initiative, you’ll need to persuade them that it’s good for the bottom line.
Easier said than done? Not necessarily. Here are a few tips to keep in mind.
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Proving the Value of Employee Engagement
- First, clarify what it is you’re actually talking about. Employee engagement is not the same thing as employee satisfaction, or employee happiness. It’s not a matter of making employees feel good. It’s about getting them to be focused and engaged, putting their all into every project and task.
- Also, make sure you’re clear in detailing the benefits of employee engagement. Productivity is a major one. So is recruitment. It may be helpful to do a little research and determine the true cost of recruiting and onboarding a new employee, which can show how much you’ll save by keeping your current employees better engaged.
- Indeed, it’s always important to arm yourself with numbers—and to that, you may want to speak with someone in HR, who can provide you with some helpful metrics related to employee productivity and retention.
- Finally, present your argument in the form of a culture—not a program. Employee engagement is something you weave into your company life, and it starts with attitude adjustments. That may be easier for your executives to wrap their heads around then if you wanted to begin with an expensive, one-time program or event.
Employee engagement has enormous value for your company—and there may come a need for you to prove it. These steps should point you in the right direction.
