It's no surprise that the more employees are engaged the more they will put in. High rates of employee engagement impact upon performance, profitability, retention rates, levels of sickness absence and so on. If I put my employment lawyer hat on, it has always been clear to me that legal risk is significantly reduced where high engagement is achieved (happy people tend not to sue you!).
So how do you maximise engagement? There is no one simple answer. Of the advice in the Guardian article below, I would put my money on 'Call Forth the Best in Others'. It is all about understanding the people around you, valuing their contribution, appreciating their differences (we are all different after all!), providing good support and not applying a one-size fits all management model. If you are to build meaningful relationships in the workplace the most crucial element of all is trust. If people think more carefully about how they can build and maintain trust, conversations about engagement and getting the best out of people will not only feel more natural but are also more likely to deliver results. What you do and say (and how you do and say it) has a huge impact. People also observe how you respond to situations and take note of the small stuff. For example, if your team see that you always make a personal effort with each and everyone of them, it can go a long way to building rapport and creating trust.
There is no 'one right answer' to employee engagement - but thinking more carefully about it is a good place to start.
A recent study from Aon Hewitt revealed that among 250 international organizations, those that reported the highest levels of employee engagement demonstrated a 58% higher return for shareholders. With results like this, employee engagement seems to be the key to a successful company.However, a similar report by the Hay Group revealed that low employee engagement is costing the UK £340bn per year. As many as 8% of employees surveyed identified themselves as “completely demotivated” with another 24% identifying as “coasting.
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Happy hour? A conversation about alcohol and work – culture, risk and belonging
From post-deal drinks to client events and team celebrations, alcohol is woven into workplace culture. Yet when something goes wrong, it’s rarely seen as ‘just a drink’.
With new duties on employers to prevent sexual harassment, and growing attention on workplace risk and inclusion, it’s time to take a more intentional look at how alcohol shapes workplace culture – and the risks it carries.
This short, focused webinar will explore:
• How alcohol contributes to conduct, harassment and reputational risk
• The assumptions we make about what’s normal, social or expected
• How alcohol intersects with inclusion, wellbeing and boundaries
• What to think about when conducting risk assessments and looking at policies
• Practical steps to build positive connection while protecting what matters
Speakers:
Helen Dallimore
Head of Training, Byrne Dean
An experienced facilitator, trainer and former employment lawyer, Helen works with organisations to strengthen leadership capability and embed respectful workplace behaviours. She brings particular expertise in creating inclusive cultures where people feel safe, respected and able to thrive.
Cicilia Wan
Principal Consultant, Byrne Dean
A former employment lawyer and experienced Head of Employee Relations in global financial services, Cicilia has seen first-hand how alcohol can affect conduct at work, with deep expertise in leadership, culture and people risk.
Steven McCann
Founder and Director, MCG Consulting
A leading voice in workplace addiction and recovery inclusion, Steven advises organisations on addiction awareness, recovery-informed culture and social mobility. He has spoken at the Bank of England and works regularly with law societies, the Legal Services Board and institutions across law, finance and corporate sectors.
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