Engage your workforce at work

Commitment to purpose is at the core of building and maintaining a high performance culture in a unique and measurable way.

While studies have consistently found a high positive correlation between employee engagement and financial performance, the data also shows that the correlation isn’t necessarily causal; And while employee engagement is a necessary ingredient for high performance, like flour for a cake, it’s not enough.

In contrast, “Engagement Around Work” entails specific steps to achieve a culture of engagement that is inextricably linked to team productivity, performance, and job satisfaction. It incorporates a clear goal of engaging people around the one thing they all have in common, and the one thing that can deliver increased profitability and sustainable competitive advantage: the work.

Consider that engagement for “engagement’s sake” has been a predominant trend in recent decades, and most of these engagement efforts have produced no tangible results. They have also failed the sustainability test.

As is the case with any improvement initiative, an ad-hoc approach that involves little or no planning or structure, and lacks defined and measurable goals, is prone to failure.

In contrast, a more focused approach to improving both work and the workplace in a measurable way can lead to high levels of productivity, profitability, and engagement. As one successful leader in the field explained, “We engage employees in aggressive efforts to eliminate waste and reinvest those savings in ways that are visible and meaningful to employees.”

This perspective is well aligned with our approach, which differs from traditional attempts at employee engagement in two important ways:

  1. A strong focus on productivity and continuous improvement as catalysts for commitment.
  2. A strong focus on measurement and return on investment

Driving productivity as a means of achieving and maintaining high levels of workforce engagement allows an organization to more easily promote and reward desired behaviors, measure and document progress, and ultimately achieve tangible results.

Equally important, the measured return on investment enables leaders to invest more in the workforce and the workplace, thereby promoting a culture of continuous improvement and engagement at all times.

The concept of IPC²

As noted in a previous article, people are much more likely to engage when they feel productive…when they feel like they’re achieving success and

that they are an important part of the organization’s success; when they feel they have a voice in creating a better, and yes, more productive, workplace, as well as a better future. Productivity leads to engagement, not the other way around.

This means that we must create a culture that is based on improving everything we do (our work and our workplace) and that enables and empowers all employees at all levels to make improvements through participation and commitment, through participation!

In other words:

WE ARE ALL INVOLVED IN THE CONTINUOUS IMPROVEMENT OF BOTH WORK AND THE WORKPLACE; YOUR JOB and YOUR WORKPLACE.

People become more and more involved as their jobs and workplaces improve, as they become more productive and experience higher levels of job satisfaction while embracing a stronger belief in a secure future…a future they are ready for. helping to build and a future in which they have a voice.

The strategy involves two key components:

  1. Continuous Process Improvement (CPI) – Obtaining optimal results from your improvement effort requires objective analysis, innovative vision, and diligent execution. This means you need a methodology for collecting, synthesizing, and analyzing data, a rigorous prioritization method for deciding what to work on (or collect more data), and effective and efficient ways to study, change, and improve work processes. and the workplace.
  2. Continuous People Involvement (CPI) – People at all levels must be educated, empowered and engaged so that the concept of improving both their work and their workplace becomes cultural.

This will involve identifying a clear link between individual, team and department performance and organizational goals, and helping people develop a clear sense of purpose.

In addition, leaders must create effective communication protocols to learn and

understand the things that are most meaningful to employees. must also

devote the necessary time and attention to a performance management culture and create a work environment that supports high quality and productivity. This will include:

  • Help people at all levels understand the core values ​​and beliefs that drive behavior.
  • Promote practices that are in tune with organizational values ​​and beliefs.
  • Clear definition of roles and responsibilities, performance gaps and accountability.
  • Help managers develop and refine their skills and ability to coach to improve performance.
  • Recognition of achievements.

Since the combination of Continuous Process Improvement and Continuous People Involvement can produce revolutionary resultswe call it CPI².

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