Employee engagement refers to ensuring workers are psychologically and emotionally connected to workplace activities, their teams, and the company. It measures employees’ feelings towards an organization and may involve different levels. Workers may be highly, moderately, barely engaged, or disengaged (Motyka, 2018). When a firm fails to keep employees engaged, there is a disconnect between the employees, the activities, and the colleagues they are expected to work with, which creates disharmony.
Some ways I would like to be engaged include being allowed to use my strengths and creativity in the workplace. An organization should learn to appreciate and recognize employees’ efforts in public. This can help them stay motivated that they are valued for what they bring to the firm. Another way I would like to be engaged is through training and further education opportunities. Offering employees opportunities to develop and advance their skills helps the organization increase productivity while assisting them in improving their roles (Kwon & Kim, 2020). Seminars, courses, and other learning activities are crucial for ensuring employees remain happy and competitive.
In my workplace, coaching activities, seminars, and mentorship programs are used to keep employees engaged. Further, the organization has been offering flexible schedules, which allows a balance between work and personal life. Such activity can help ease stress related to overworking by allowing employees to plan for their dealings with family and friends (Motyka, 2018). Another option has been the rotation of jobs to change roles allowing employees to hold temporary positions related to their assigned roles. The organizations can engage employees better by organizing team activities, including get-togethers, outings, and celebrations, to enhance team cohesion, work environment, and engagement.
References
Kwon, K., & Kim, T. (2020). An integrative literature review of employee engagement and innovative behavior: Revisiting the JD-R model. Human Resource Management Review, 30(2), 100704.
Motyka, B. (2018). Employee engagement and performance: A systematic literature review. International Journal of Management and Economics, 54(3), 227-244.