Key point of the case: Employee engagement is commitment that makes employees work happily and put effort on their work based on organisation’s goal. Employee engagement is the key to activating a high performing workforce.
Challenges: Creating suitable working environment for the employees also creates profit for company. There should be more program which encourage employees to work and having a friendly working place
Key point of the case: The majority of employees working in every country has no passion for work. They are more or less destroying the company by driving away customers. The organisations have to have intention on individuals to exploit what they needs and how to motivate them.
Challenges: Predicting the key performance outcomes so that can point out the different between engaged and actively disengaged work units. The organization need leaders because leaders in the best organisations can take a strategic approach to aligning their employee engagement communication efforts.
Key concepts, theories and models:
Definition: Employee engagement is the emotional commitment the employee has to the organization and its goals.
This emotional commitment means engaged employees actually care about their work and their company. They don’t work just for a paycheck, or just for the next promotion, but work on behalf of the organization’s goals.
The effectiveness of employees engagement
Examples related to case 7
Bailard, a financial advisory firm, is an example of a company that overcame the battle scars of economic crisis. Started in 1969 by three graduates of Stanford University (Tom Bailard, Larry Biehl, and Ron Kaiser), Bailard built their employee base to 49 employees. Due to tough economic times, they had to institute pay cuts across the board. However, they never lost sight of their most valuable asset — their employees. By recognizing their people and emphasizing collaboration, they achieved 97% retention and were named Top Small Workplace in 2009. At Bailard, a strong workplace culture is put top on the list.
“As we work with our clients, we wear this openness and trust on our sleeves in all of our daily actions,” says Burnie Sparks, who has been with the firm for 27 years and is currently their President.
Campbell Soup Co.
In 2001, Douglas Conant was brought in from Nabisco to be chief executive officer of the Campbell Soup Co. One magazine called Campbell “a beleaguered old brand.” Sales for its largest product line were way down. Eight years later, Conant is well on his way to fulfilling the mission he set out for himself. He took what others called a “bad” company and lifted its performance to incredible heights. Campbell’s success story is described in a book by Julie Gebauer, Don Lowman. Among other changes made by Conant were his efforts on behalf of workforce engagement and recognition.
According to Conant, “To win in the marketplace we believe you must first win in the workplace. I’m obsessed with keeping employee engagement front and center and keeping up energy around it.”
The research firm Gallup found in 2002 that 62% of Campbell’s managers considered themselves not actively engaged in their jobs and a full 12% felt they were actively disengaged. Conant notes: “Those numbers were the worst for any Fortune 500 firm ever polled.” Today, Campbell’s story has changed 180 degrees. Now, 68% of all Campbell employees say they are actively engaged, and just 3% say they are actively disengaged. That’s an engagement ratio of 23 to 1, and Gallup considers 12 to 1 to be world-class.