How to improve employee's engagement?

How to improve the engagement of employees in enterprises

Hewitt, according to the statistics of the questionnaire data of employees in the survey of the best employers in 2003, found that among all the factors that affect the respect of employees in China enterprises, the opportunity of career development space is the primary factor for employees in China. Similarly, in the online survey on employee engagement conducted by China Human Resources Development Network, 42.74% of all voters think that career development opportunities are the most important factor, far higher than other factors.

After understanding the factors that affect employee engagement, the human resources department can take corresponding measures to improve employee engagement.

First, plan the career development of employees.

Planning a career for every employee, letting every employee see his growth direction and space, and thus mobilizing the enthusiasm of employees is the best way to improve employee engagement. The Asian Wall Street Journal reported that although the treatment of Ritz-Carlton Hotel Group is very good in the hotel industry, employees in any department and at any level will say that his job satisfaction comes from career development.

At present, large foreign enterprises gradually introduce employee career management as the basic work of human resource management, and many enterprises in developed countries have perfect PPDF (Personal Performance Development File). However, domestic enterprises are still in the initial stage in employee career management, and China enterprises that are ahead in this respect undoubtedly have relatively high employee engagement.

Di Kochi, general manager of Portman Ritz-Carlton Shanghai, who won the first place as the best employer in Asia for two consecutive years, will ask every employee, "What do you want to do in the future?" Di Kochi thinks, "In fact, everyone is thinking, do I have a future? Do I have development here? " "It is very important to help them realize their dreams." "Even if some people are willing to be waiters all their lives, I can help them become the best waiters."

In 2003, ut Starcom was the best employer in China, and employees could apply for vacant positions that they were interested in and considered competent. Under the same conditions, the company will give priority to the applications of internal employees. This system gives employees the opportunity to engage in the work they are interested in, thus effectively mobilizing the enthusiasm and subjective initiative of employees.

Digital China currently implements "multi-lane" post management within the company, so that every employee of the company can actively choose the appropriate post development order according to their own talents. Some people are suitable for the development of technical posts, others are suitable for the development of management posts, and the comparison between posts is evaluated by crg. Huawei's post qualification system is referred to as "five-level dual-channel" career development model by Huawei people, so that employees can not only obtain career development through the promotion of management positions, but also choose professional channels related to their own business.

Second, career development-oriented training.

In the questionnaire distributed by Hewitt, an employee described his needs like this: "I hope the company can provide an environment and atmosphere to encourage employees to continue learning and work-related knowledge, because employees should have various learning opportunities to improve their technical and knowledge capabilities if they want to continue to create value for the company."

It is the direction of human resource management to pay attention to improving employees' professional security and working ability and developing employees' potential through effective training. In the company with the best employer, the average training time of employees is 45 hours, which is 5 hours higher than that of ordinary companies; The best employer spends $890/person on employee development and training, while the average company only spends $4,265,438+$0/person. In the company with the best employer, employees can enjoy a series of training programs, including career consultation, development plan, high-level cross-regional training opportunities on e-learning platform, tutor program, project responsibility system, continuing education opportunities, attending various short-term conference trainings and providing employees with various auxiliary tools needed to complete their work.

At Portman Ritz-Carlton, an employee has at least 130 hours of training courses every year. If employees want to learn any language or computer, the company will help them, because it will also help them communicate with guests. In order to improve the professional skills of employees, the Portman Ritz-Carlton attaches great importance to the "internal mobility" of employees. In the "cross-post training", the company will let the personnel in charge of loan business in the finance department learn salary management; In the "cross-departmental training", the food and beverage department will be asked to work in the sales department. On the one hand, this practice strengthens the relationship between departments, on the other hand, it increases the professional skills of employees.

Jin Yuxi, the human resources director who was selected as the best employer in China, said: "I think what employees are satisfied with may be that the company's training system is better." "People's demand for the company is not only the demand for salary, but also the demand for personal growth. He worked in a company for three years. After three years, not everyone can become a sales director, and not every director can become a manager. This is normal. But what did I get when I left three years later? Just got three years' salary or three years' exercise? This is what the human resources department should consider for employees. In other words, Jin Yuxi pays employees not only wages, but also the cultivation of their own abilities and the improvement of their quality. The human resources department gave him many opportunities to exercise. "

Third, a fair and just salary system.

Another important potential factor affecting employee engagement is realistic salary, which is particularly important in China at this stage.

In employees' view, if the company's salary and benefits are not very competitive compared with other companies in the industry, then employees may work in the company because they are optimistic about other factors of the company, such as learning, training opportunities and working environment. But with the improvement of their working ability, they may feel that there is not enough balance between the company's remuneration and their personal ability and the value created for the company, so once they have the opportunity to find a job with better remuneration, they are likely to look for it. If employees regard the company as a "springboard" or a "training college" because of the company's salary problem, the company will not get the due harvest after completing the previous training investment, then the company's loss is actually quite large.

Portman Ricard believes that "first-class companies should use first-class employees and pay first-class salaries." According to this idea, Portman Ritz-Carlton's salary is "market-leading", with more than 90% of the post salary at the top of the industry salary level, and the managers are far higher than their peers. Portman Ritz-Carlton communicates with other five-star hotels every month to ensure that the salary and benefits are at the leading level.

"The salary level is of course important. Everyone needs money. " Miss Han, director of human resources at Portman Ritz-Carlton, said, "If you want to find good employees, you have to pay a lot of money. It is impossible to have good and cheap employees. " The hotel conducts salary level surveys twice a year, and each survey finds that 90% of employees' salaries are the highest among the same positions in five-star hotels in Shanghai. In addition, 10% of employees who don't get the highest salary will be adjusted immediately: even if they have already got a salary increase this year, they will get a salary increase again.

Of course, not every company has the conditions to do this, but it is essential to evaluate the market value of the position regardless of the management type of the company's salary management. The human resources department can suggest that the salary level of employees in the company is slightly higher than that of the same position in the same industry (generally around 10% to 20%).

If the enterprise can't provide competitive salary, it can also start with improving internal fairness and improve employees' satisfaction with salary. Fairness is the subjective feeling of employees, and human resources departments should not try to solve this problem by modifying the salary system. Of course, the salary system can be modified when it does not meet the needs of the company's development, but this is not the most effective way to improve fairness. When solving this problem, the human resources department should pay attention to the process of salary management, not the result of salary management. For example, when formulating the salary system, the human resources department can involve employees. Practice has proved that employees' participation in decision-making can make decisions easier to implement, improve employees' satisfaction with salary management, and then improve employees' professional quality.

The distribution system of Portman Ritz-Carlton is very transparent. The management will explain to each employee in detail how much revenue the hotel achieved in that year and what proportion of the year-end bonus employees can get. The hotel strives to let every employee know the annual profit progress and the "confidential" dynamic situation of room occupancy rate at various stages, so that employees can know it at the first time.

Fourth, create a corporate culture that is people-oriented and pursues Excellence.

For employees in enterprises, there are many factors that affect their professionalism, such as salary, training, development opportunities, balance between family and work, fairness, colleague relationship, leadership style, and even working environment and corporate culture. When the salary standard of employees reaches a certain level, the incentive effect of salary on them is getting smaller and smaller. According to the principle of economics, it is diminishing marginal utility. At this time, corporate culture becomes more and more important.

people-oriented

Confucius once said, "Don't do to others what you don't want others to do to you", "If you want to establish yourself, you will become a person", and there is another famous saying: Don't do to others what you don't want others to do to you.

Portman Ritz-Carlton pursues a pyramid management model-the bottom employees are the foundation, the middle level is customer satisfaction, and the top level is profit.

At the Portman Ritz-Carlton Shanghai, each employee has an authorization of $2,000. For example, if the customer is dissatisfied with the food in the restaurant, if the employee feels that the guest is really dissatisfied, then he has the right to decide whether to give it to the guest for free; If the guest is not satisfied with the room service, the staff can also give some relief or give some gifts according to the actual situation. Giving employees such power comes from a kind of respect, and at the same time, I trust that he will fully consider the hotel, make a correct judgment, and will not spend a penny indiscriminately.

Portman Ritz-Carlton also has a famous "open door policy": the general manager's door is open to all employees. As long as employees have any opinions and suggestions, as long as the general manager is in the office, they will certainly receive them. Every month, employees take turns to have breakfast with the general manager and have a "breakfast meeting". In addition, if employees have opinions, they can immediately report them to the department manager and summarize them to the human resources department. Every two months, hotels must announce solutions to these problems.

Ut Starcom encourages employees to ask questions and suggestions. In order to strengthen the communication between management and employees, a dialogue system between supervisors and employees has been established since 200 1. The company forum provides a place for employees to speak freely, and the mailbox of the personnel director provides a channel for employees to talk directly with the personnel director. In particular, the company's regular staff meetings give employees the opportunity to have a direct dialogue with leaders such as ceo and coo. In addition, the company began to implement the employee suggestion system on 200 1 to reward employees for their effective suggestions.

striving for excellence

The pursuit of Excellence here has two meanings, one is the pursuit of Excellence in performance, and the other is the pursuit of Excellence in social values.

Enterprises should first pursue profits and survive and grow in the fierce market competition. A phrase often heard at ibm is: "Let work performance speak for itself." At ut Starcom, supervisors at all levels of the company regularly evaluate the performance of their subordinates and give continuous guidance to help employees understand their performance in time to improve the overall operational efficiency of the company. For those employees who have excellent performance and are suitable for the company culture, there will be broad development space. On the other hand, those employees whose performance is unsatisfactory, unable to achieve performance goals and inconsistent with the company culture will be eliminated. However, it is not enough for an enterprise to achieve a lasting foundation. It must tap the social value of the enterprise and establish a vision recognized by all. Peter. Sheng Ji pointed out: "An organization that lacks the goals, values and mission that all people sincerely * * * have will definitely not achieve great things", "With the goals that they sincerely desire to achieve, everyone will study hard and pursue Excellence, not because they are asked to do so, but because they sincerely want to do so".

* * * The same vision can arouse people's hopes and turn work into the pursuit of a higher purpose than the work itself, which is contained in the products or services of the enterprise. Such as Apple Computer, Ford and other enterprises, their success, the most important thing is that * * * has a visual function. Henry. Ford wants ordinary people, not just the rich, to own their own cars; Apple's founders hope that computers can make individuals stronger. This higher purpose, rooted in their corporate culture, also led to the success of the enterprise.

Verb (abbreviation of verb) selects and trains excellent managers.

Through a survey of more than 200,000 managers and interviews with more than 3 million employees, Gallup found that the way for excellent organizations to develop and release great energy of employees lies in selecting and cultivating excellent managers.

According to Gallup's understanding of management talent, management talent is a spontaneous and lasting way of thinking and behavior, which runs through a person's life and cannot be taught and cultivated. Therefore, for enterprises, instead of spending a lot of money to train a manager without management skills, it is better to re-select an employee with management skills.

There are two core issues in the selection of managers: one is the standard of assessment; The second is the method of assessment. Another key point is the subject of choice. The assessment criteria should be analyzed according to the post, function and goal of the post, and what qualities are needed to achieve the goal, and these qualities also have primary and secondary points; Secondly, according to the results of job analysis, design selection methods, and each quality must have at least two selection methods to ensure the selection effect.

FedEx sets a good benchmark for other companies in selecting managers. It rarely appoints employees to become managers, but offers an experience course similar to "a manager's day" among employees, after which employees spontaneously apply to become managers, and then through strict "management potential test" to determine whether the applicants have management potential. Only employees who pass the test can be promoted to manager.

In the cultivation of managers, ut Starcom has its own uniqueness. Ut Starcom has a popular saying that "the ability is 60 points, and the stage is 80 points". Companies sometimes boldly promote employees when they don't fully meet the job requirements but think they have development potential, so that employees can learn at work and grow rapidly in practice. At the same time, the company establishes a regular (twice a year) internal audit and promotion mechanism to make the promotion of employees transparent and institutionalized. On the basis of continuous inspection and audit, the company boldly authorizes employees with ability and potential to take on greater responsibilities, thus stimulating their sense of mission and mobilizing their enthusiasm to the maximum extent.

In the process of training grass-roots managers, many companies only value the training course itself, thinking that managers can be independent after participating in the training. In fact, the research shows that the effect of "training" is only 10% in the process of managers' growth, while the effect of excellent managers around grass-roots managers is twice as good as that of "training".

Every year, Digital China selects "Top Ten Managers" within the company and widely disseminates their feelings and experiences. Starting from this year, the company started the mentor program in an all-round way, and selected 80 "Bole" from public opinion polls every six months. The measure is whether we can cultivate new employees who can work independently, conscientiously and conscientiously at the fastest speed.

There are many ways to improve employee engagement, but there is no universal truth in the world. When applying these methods, enterprises should pay attention to their own actual situation, test and improve in specific management scenarios, and gradually become their own management model. In addition, it is worth noting that according to Hewitt's survey, the potential needs of employees of different ages, positions and education levels are different, and human resources departments need to take different measures according to the characteristics of different employees in order to effectively improve their professional quality.