Playgroup | Creativity through play

Putting it into practice Who's responsibility is employee engagement? Is it driven by Senior Management, HR or Marketing? Or is actually it a shared responsibility that spans across several functional teams? The most effective outcomes result when there is buy in from the top and HR, Communications and IT teams work closely on initiatives, understanding they each have a role to play.

This cross-functional team must recognise that in many corporate environments staff are often already drowning in communications, cynical of new initiatives, and occasionally apathetic. It is therefore imperative that the engagement methods are fun to participate in - in today's environment dry and predictable communications are likely to be ignored. Look for surprising channels, a different approach, or something that creates a sense of intrigue.

This approach can then be applied to three key success factors of employee engagement:

• Share the big picture. Today's employees require greater transparency from their employers. Staff appreciate honesty and being trusted with information, even when difficult challenges face an organisation. In fact, when the chips are down staff often demonstrate their greatest levels of teamwork and determined spirit. They also need to understand where they and their role fit within the wider context, appreciation of how they can make a difference is a key motivator.
• Stimulate peer-to-peer communication. While keeping employees in the loop about what is going on, create open channels (forums, blogs, collaborative workspaces etc.) that employees can use to communicate and share directly with each other. Engender a collaborative culture where grass-roots innovation is recognised, supported and rewarded.
• Celebrate progress. When an objective is achieved don't let it pass without recognising its significance in some way. This is especially important throughout long or difficult initiatives, especially those involving change or organisational transformation.