Communication and Employee Engagement

​A 2019 survey of 400+ U.S. internal communicators at organizations with more than 1,000 employees found:

• 75% of respondents were spending more budget on employee engagement than they were two years ago
• 85% of respondents said that it’s a challenge to measure whether internal communications have a positive effect on employee engagement
• Bottom line - companies were making employee engagement a greater priority than ever before—yet they still can’t successfully measure whether their investment is delivering results.

Internal communicators play an important role in employee engagement.  Their skills and abilities are absolutely critical to assist leaders and organizations to:

• develop and refine core messaging
• customize content and suggested delivery for audiences
• develop and execute plans to ensure information timeliness, frequency, and consistency
• create effective and efficient internal communication processes
• support, coach, and remind leaders of the importance of communication   

BUT, an internal communicators’ role in employee engagement and communication is only part of the story. Internal communicators must actively partner with leaders. Leaders must be strong and active role models in communication and engagement. They can’t be passive or simply delegate responsibility to others.  
  
Based on 15+ years of studying, researching, planning strategy, and most importantly successfully executing employee engagement initiatives, I believe it’s a ‘game changer’ when high expectations and accountability are placed on leaders in these two areas (communication and engagement).
 Let’s remember:

• There is a huge difference between information and communication. Information is giving out.  Communication is getting through.  Many employees today are bombarded with information, especially through the use of new technologies, but starving for understanding. Leaders can ‘feed’ this need.

 

• Most communication is non-verbal. We look for facial expressions, body language, eye contact, hand gestures, as well as listen for tone, inflection, and loudness in communication. Leaders can either add or reduce the credibility of the information provided. 

 

• Communication has at least key three steps – share information; generate understanding; and reinforce key messages. Leaders are the linchpin for steps #2 and #3.

 

• To maximize engagement organizations must balance high tech and high touch communication. High touch (interpersonal) is best when we need to persuade, make tough decisions, have frank conversation on behavior or performance, and develop or mend a relationship. Leaders have the largest opportunity to deliver high touch communication.

 

• Effective communication should help each employee better understand what they need to stop, start, or continue doing (behaviors and performance). Who best to clarify and connect the dots (create alignment) then their immediate supervisor?

 

• Formal surveys are only one way to measure employee engagement.  There are many informal ways leaders can keep their finger on the engagement pulse.  Leaders can look for patterns of behavior including employees:
  • Consistently arriving right at start of shift and leaving as soon as the clock strikes quitting time
  • Physically attending meetings but mentally checking out by not paying attention or participating
  • Willingly wearing or carrying items (clothing, backpacks, folders, pens, etc.) with your business name or logo on it
  • Referring potential candidates for openings within your team – being advocates
  • Participating in recent optional or voluntary events and activities

Poor communication limits an organization’s ability to optimize performance. Please don’t scan, skim, or skip over a critical part of the communication/employee engagement story. Don’t overlook arguably the most important piece – leaders’ ability to effectively communicate.   It could have a HUGE impact on your story’s ending.