Employee engagement is an important driver of organizational success in any organization, and hospitals are no different. Engaged employees are less likely to leave an organization and more likely to work harder without feeling like they've sacrificed for the organization — both of which benefit the organization.
Despite its importance, engagement is often underemphasized by many organizations because improving it can be a challenging endeavor, says Brad Federman, president, Performancepoint LLC. However, he believes focusing on three key areas of engagement can significantly improve the level of engagement employees have within your organization.
1. Trust. A culture of trust breeds engaged employees. Mr. Federman believes leaders can develop a culture of trust by taking an interest in others and encouraging employees to do the same. "Am I self focused versus interested in others?" he asks. "In a meeting am I focused on my own needs or those of my employees?" Leaders who show an interest in others allow employees to comfortably share ideas to improve the organization and are open to opportunities to advance the employee — both of which increase engagement. The employees can trust that their ideas are considered and taken into account and that they will not be reprimanded for offering them.
Leaders who show they trust employees also help to develop these employees' self-efficacy. "If people believe their culture builds them up, they'll give you more and more to continue to be successful," says Mr. Federman.
2. Focused on opportunity, not risk. Leaders should approach employee suggestions and ideas as opportunities, not liabilities. "Many managers, when approached with an idea [from an employee], start from a place of risk. The first thing they do is think of all the ways this won't work," says Mr. Federman. Instead, managers should learn to see employee suggestions as opportunities and work to move the idea forward within the organization. "Leaders need to be receptive to creative ideas," he says.
3. Building connections. The primary reason employees stay with an organization is because of the number of connections they have with that organization, says Mr. Federman. As such, hospitals should work to develop as many mutually beneficial bonds between employees and other aspects of the organization — managers, co-workers, the organization's mission, etc. — as possible.
Mr. Federman likens this idea to an individual considering a move to a new community. The ties that an individual has to the community and the strength of those ties — a job, family, church, etc. — play a large role in whether or not the person moves. It's similar for a hospital: if an employee has strong connections to his or her co-workers, supervisor, senior leadership and organizational mission, it's much less likely the employee will go work elsewhere. "If my only connection to my work is my boss, and she leaves, then it's likely I'll leave soon after," he says.
Hospitals, he says, have a built in advantage in that their missions and visions are focused on helping others and saving lives. "Employees want so badly to connect to a mission and values," he says. "Organizations that can tap into that passion, demonstrate it in action and put a face to it — what they can get from employees is amazing."
Mr. Federman is the founder and president of Performancepoint, a leading performance improvement company best known for its work turning strategy into execution, improving sales and service achievements, and driving stronger employee and customer commitment and engagement. A featured speaker at various international conferences and business meetings, Brad has been interviewed for articles in numerous publications including Fortune Small Business, Los Angeles Times and HR Magazine. He is the author of the book Employee Engagement: A Roadmap for Creating Profits, Optimizing Performance, and Increasing Loyalty published in August 2009. He is also the author of several articles and contributing author to a 101 Ways to Enhance Your Career due out in February 2011.
Learn more about Performancepoint and Mr. Federman's book, Employee Engagement.
Despite its importance, engagement is often underemphasized by many organizations because improving it can be a challenging endeavor, says Brad Federman, president, Performancepoint LLC. However, he believes focusing on three key areas of engagement can significantly improve the level of engagement employees have within your organization.
1. Trust. A culture of trust breeds engaged employees. Mr. Federman believes leaders can develop a culture of trust by taking an interest in others and encouraging employees to do the same. "Am I self focused versus interested in others?" he asks. "In a meeting am I focused on my own needs or those of my employees?" Leaders who show an interest in others allow employees to comfortably share ideas to improve the organization and are open to opportunities to advance the employee — both of which increase engagement. The employees can trust that their ideas are considered and taken into account and that they will not be reprimanded for offering them.
Leaders who show they trust employees also help to develop these employees' self-efficacy. "If people believe their culture builds them up, they'll give you more and more to continue to be successful," says Mr. Federman.
2. Focused on opportunity, not risk. Leaders should approach employee suggestions and ideas as opportunities, not liabilities. "Many managers, when approached with an idea [from an employee], start from a place of risk. The first thing they do is think of all the ways this won't work," says Mr. Federman. Instead, managers should learn to see employee suggestions as opportunities and work to move the idea forward within the organization. "Leaders need to be receptive to creative ideas," he says.
3. Building connections. The primary reason employees stay with an organization is because of the number of connections they have with that organization, says Mr. Federman. As such, hospitals should work to develop as many mutually beneficial bonds between employees and other aspects of the organization — managers, co-workers, the organization's mission, etc. — as possible.
Mr. Federman likens this idea to an individual considering a move to a new community. The ties that an individual has to the community and the strength of those ties — a job, family, church, etc. — play a large role in whether or not the person moves. It's similar for a hospital: if an employee has strong connections to his or her co-workers, supervisor, senior leadership and organizational mission, it's much less likely the employee will go work elsewhere. "If my only connection to my work is my boss, and she leaves, then it's likely I'll leave soon after," he says.
Hospitals, he says, have a built in advantage in that their missions and visions are focused on helping others and saving lives. "Employees want so badly to connect to a mission and values," he says. "Organizations that can tap into that passion, demonstrate it in action and put a face to it — what they can get from employees is amazing."
Mr. Federman is the founder and president of Performancepoint, a leading performance improvement company best known for its work turning strategy into execution, improving sales and service achievements, and driving stronger employee and customer commitment and engagement. A featured speaker at various international conferences and business meetings, Brad has been interviewed for articles in numerous publications including Fortune Small Business, Los Angeles Times and HR Magazine. He is the author of the book Employee Engagement: A Roadmap for Creating Profits, Optimizing Performance, and Increasing Loyalty published in August 2009. He is also the author of several articles and contributing author to a 101 Ways to Enhance Your Career due out in February 2011.
Learn more about Performancepoint and Mr. Federman's book, Employee Engagement.