Collaborative engagement: 🐍 sea snake or realistic goal?

Today, many innovative platforms have been created to measure and strengthen collaborative engagement. And for good reason ‼️ Only 9% of French employees feel fully committed to their company. 😱 This alarming figure leads us to wonder whether we are really aware of what employee engagement is and its impact. 🤔

Indeed, the subject of employee engagement would come to occupy the same place as recruitment in the concerns of the HR departments. The figures speak for themselves: according to the American Gallup poll institute, high employee engagement would lead to at least a 20 percent increase in productivity and profitability. Conversely, the cost of hiring an employee is between six and nine months' cumulative salary according to Easyrecrue 👀 . What is there to look into this question seriously? 🔎

The 2 dimensions of commitment ✌️

Although you can find a number of definitions on the Internet concerning this term, here is the engagement model we propose today to ensure the commitment of your employees:

Table soccer, fruit baskets and other "glitter", not that they are useless let's be clear, cannot create employee commitment. They are only a plus. 🎉

As shown in the diagram above, the goal is to create a sense of involvement, satisfaction, pride and support for both the company and the employee's position. 🤩 In the worst case scenario, the employee is not engaged in any of the dimensions. In most cases, employees are engaged in only one of the two dimensions. 🙄

A partial commitment 👀

Thus, it is common to see some employees becoming passionate about their job while looking for better opportunities in other companies. On the other hand, and this is often what the famous "glitter" mentioned above can create and hide, employees can be very invested in the life of the company, promote it around them, on social networks without being passionate about their job.

The second example seems to you surely preferable because an employee promoting his company is a dream. 😇 But if he is bored on a daily basis and has no interest in his job, he will end up getting up in the morning for the right "atmosphere" at work, missing the primary objective: to get involved and achieve his goals and then leave the company.

Conclusion

We can see here the interest that must be taken in the commitment of the employees for their company but also for their position. It goes without saying that this double entry commitment takes place right from the recruitment stage and particularly during the onboarding period when the new employee will be able to get a very precise idea from the very first minutes of his or her desire to commit both to the company he or she has just joined and also to the team and the position he or she has just joined. 😎

The difficulty of this double commitment therefore begins at the time of recruitment and continues throughout the employee's career, including at the time of his or her departure, because it may depend on this moment whether the employee is still the promoter of his or her former company, or whether he or she becomes a detractor of it! 🤭

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