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Bridging the gap between programs and real engagement

Sometimes plans with even the best intentions and foundations will not lead to optimal outcomes, which can quickly become frustrating for any corporate decision-maker.

Sometimes plans with even the best intentions and foundations will not lead to optimal outcomes, which can quickly become frustrating for any corporate decision-maker. However, learning from these missteps and misfortunes to get better rather than being crushed by them is what separates a good company from a great one, and this begins with understanding why investments did not play out as planned. 

When it comes to employee engagement strategies, this type of challenge is already common knowledge to many managers, as certain efforts to strengthen morale and sentiments among staff might not realize the full range of desired outcomes. In many instances, it is a matter of taking a closer look at the issues initially targeted by the investments, and where the alignment factor might have gone awry. 

A shadowy myth
The Young Entrepreneur Council recently published an article in Business Insider regarding the ways in which companies can bolster engagement among staff members, but started off by explaining some that some managers have an incorrect view of these matters. According to the organization, engagement and happiness are not always connected, nor will one inherently and automatically impact the other in an actual workplace. 

The firm asserted that this is a "false equivalency," and that it can hinder the success of engagement strategies within each company. Focusing on happiness – rather than enablement, empowerment and actual professional engagement – will not do the company, nor the staff, much good in the grand scheme. It is worth noting that employee engagement programs, especially in their current form, are still relatively new, meaning there are plenty of kinks to work out. 

The Young Entrepreneur Council noted that decision-makers might want to make engagement less of a competition-centric pursuit, and work to understand how to bridge the gap between investments meant to improve the corporate culture and the outcomes themselves.

Proactive approach works best
Decision-makers should always remember that expectations within their corporate strategies need to be somewhat fluid, adjusting as the programs go on and efforts mature. Engagement always needs to be looked at through the long-term lens, and leveraging support from a firm that specializes in these practices might help to reach greener pastures more quickly. 

Ever wonder what the facts of employee recognition programs entail? Click here to download our white paper.

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