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21 Reasons Why The New Employee Engagement Must Come With A Warning Label

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Warning: The New Employee Engagement will Cause Change.

Be warned. If you focus on the New Employe Engagement where you work — work will change.

I believe employee engagement should come with a warning label for any organization or individual who is ready, willing, and able to undertake the journey into the New Employee Engagement.

The warning label is required because:

  1. The New Employee Engagement is a revolution. Rather than the loose concept and idea of engagement revolving around work — work, management, and leadership will revolve around engagement.
  2. The New Employee Engagement is predicated on the principle that everyone within the organization is an employee, including all managers and leaders.
  3. The New Employee Engagement will change how we work and how we work together. Employees will be responsible for their own engagement and the organization will be accountable to employees.
  4. The New Employee Engagement will result in higher levels of uncertainty and participation. Engaged employees do not sit passively and go along with the status quo.
  5. The New Employee Engagement will change the organization as much as it changes the individual. We all must be open to both input and influence.
  6. The New Employee Engagement will remove the cloak of employee invisibility and anonymity. Real recognition requires recognizing the pluralism of voices in the organization and who is voicing what so we can have conversation not interrogation.
  7. The New Employee Engagement will demand that we take responsibility for our own engagement. Engagement goes with us and it is real time, not some annual antiquated measure of attitude.
  8. The New Employee Engagement will require that we educate employees on how to engage not to chain them to the organization but to unleash their energy and engagement for their work contributions.
  9. The New Employee Engagement will be much more about task than a warm fuzzy feeling for the organization and leaders must realize most of their task is building relationships.
  10. The New Employee Engagement will demand that we are accountable for how we influence other people’s level of engagement.
  11. The New Employee Engagement will require us to get very comfortable with the idea of work as an invitation and the contingent consequences for accepting or declining the invitation.
  12. The New Employee Engagement will not be tethered to HR or Internal Communications – engagement will be everyone’s business.
  13. The New Employee Engagement will demand that work makes us well so that both our work and our health are sustainable as we thrive rather than just survive.
  14. The New Employee Engagement will not be about getting a higher engagement score rather it will install achieving results, building relationships, and cultivating wellbeing as the powerful troika of work.
  15. The New Employee Engagement will not be about passive attitudes or emotions rather it will be about small and significant actions attached to what is significant and meaningful to individuals and organizations.
  16. The New Employee Engagement will make us abandon programs and policy in favour of process and actions.
  17. The New Employee Engagement will have us abandon slogans of being a great place to work in favour of actually being a good place to work.
  18. The New Employee Engagement will force us to let go of thinking of engagement as something we do to or for employees into something we do with employees.
  19. The New Employee Engagement will come to an end not as a fad that failed but because it integrates so well into how we work, manage, and lead that we don’t need the term.
  20. The New Employee Engagement will abandon the antiquated focus of work/life balance for life/work infusion where our life contributes to our work and and our work contributes to our life.
  21. The New Employee Engagement will create new ways of working that we are only beginning to imagine.

There, you’ve been warned. I think it is worth the risk to dwell and work in the New Employee Engagement but know what you are getting into before you engage. To learn about 4 courses for The New Employee Engagement, click here.

To get working on the New Employee Engagement email David Zinger at david@davidzinger.com and begin the engaging conversation with David to change work where you work.

 

Employee Engagement: Work Should Be a Force For Good

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In April 2014, I personally defined employee engagement as: good work done well with others every day.

I wanted to make engagement both simple and good. I am delighted to see CIPD, the leading work organization in the UK spearhead a strong focus on good work. Here is a wonderful short video by Chief Executive Peter Cheese launching CIPD’s Manifesto for Work 2017, underlining the fundamental importance of good work:

Here is a snippet from this short video:

Work can and should be a force for good. It should be good for individuals, good for organizations, and therefore also good for economies and wider societies. Good work should be purposeful and meaningful. It should be inclusive and it should be fair.

David Zinger is a Canadian employee engagement speaker, educator, and consultant who works on engagement around the world.

 

The New Employee Engagement

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The New Employee Engagement is good work, done well, with others, every day.

3 Musts of the New Employee Engagement

Engagement is not given to us.

Engagement is not something done to us.

Engagement is both our right and our responsibility.

It goes with us.

Each of us is responsible for own engagement while together we are mutually accountable for everyone’s engagement.

Powerful engagement is as simple as ABC: Achieve Results, Build Relationships, and Cultivate Wellbeing.

 

13 Zingers For Good Work: The New Employee Engagement

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Let’s sharpen our focus on work in the New Employee Engagement.

Employee Engagement Defined

I simplified employee engagement into an 8 word definition: good work done well with others every day.

There is a lot of meaning packed into each word in the eight word definition so I will take the next four blog posts to examine two words at a time.

Today the two words are good work. My first book, Zengage: How to Get More Into Your Work to Get More Out of Your Work, was focused on the work of engagement and engagement with work.

Here are two pages from this pithy book to set the stage for 13 Zingers about good work:

Zengage Page

Here are 13 Zingers for good work:

  1. Good work feels real and genuine and full of grit while great work often seems like management consultant hype and euphemism.
  2. I believe daily good work is believable and sustainable while great work is something ephemeral and occasional.
  3. Great days at work are to be treasured while good days at work can be relished daily.
  4. Good work oozes with inherent goodness in the work itself — work infused with meaning, significance, and contribution.
  5. Good work implies an ethical approach to our labour.
  6. It is a fine compliment to say about someone else, “she does good work” or “he does good work.”
  7. It is easier each day to set out to do good work than to set out with great in mind – when we encounter setbacks that diminish great we can still generate good responses to those setbacks.
  8. It is literally impossible to give 110% because the most we can actually ever give is 100% and I believe giving 80% (which I consider good) often results in better performance. To use a quick golf analogy, Ernie Els, a fluid yet powerful golfer, said he only swung the club at 80% in golf and that generated more accuracy and power.
  9. Good is frequently good enough, I have written previously about finding GEMO (good enough move on). GEMO helps me navigate through the myriad of work I engage with each day
  10. Notice the second word in the eight word definition is work, you would be amazed how many definitions of employee engagement fail to mention work.
  11. We are each personally responsible for engagement and focusing on work puts it more in our hands than surveys involving vague levels of satisfaction with how the organization is treating us.
  12. Academics, who are often ahead of organizations and consultancies, have been using work engagement more than employee engagement, it is time for the rest of us to catch up.
  13. Although many seem to believe that work is a living hell, work itself has potential to make us well, especially good work.

Your work is to discover your work and then with all your heart, to give yourself to it. ~ Buddha

David Zinger is a global employee engagement speaker and expert. He has devoted over 18,000 hours to employee engagement in the pursuit of engagement for the benefit of all. David also founded and has hosted the 7000 member global employee engagement network for over 8 years.

Engage With the Latest Employee Engagement Evidence

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Engage for Success Does it Again!

I encourage you to read the latest employee engagement evidence report created by Engagement for Success. For example:

In the financial services sector, RBS has established links between employee engagement and business performance, customer service and employee well-being. The top 10% of business units compared to the bottom 10% by Engagement delivered twice the business performance, incurred half the voluntary turnover, had Customer Service scores 5% higher, and had absence rates 2% lower.

Click here or on the cover below to gather the evidence:

Engage for Sucess More Evidence Cover

David Zinger is an employee engagement speaker and expert focused on the New Employee Engagement.