Engaging employees beyond the office freebies
| Published date | 12 June 2017 |
| Pages | 112-116 |
| Date | 12 June 2017 |
| DOI | https://doi.org/10.1108/SHR-03-2017-0015 |
| Author | Sue Eaglebarger |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
Engaging employees beyond the
office freebies
Sue Eaglebarger
Sue Eaglebarger is
based at the Human
Resources Department,
Lawson Products,
Chicago, Illinois, USA.
Abstract
Purpose –The purpose of this paper is to focus on the key roles played by both human resources and
internal communications in developing, implementing and measuring employee engagement
strategies and activities. Although the management practice has been widespread since the early
2000s, many are still confused or skeptical of engagement.
Design/methodology/approach –This paper aims to define engagement and its importance with
regard to attracting and keeping top talent, highlighting Aon Hewitt’s behavioral model and Gallup’s
research.
Findings –Recognizing that employee engagement is a key performance indicator, this paper
highlights how Lawson Products is creating growth and sustainability with its number-one asset,
employees.
Originality/value –By considering the opportunities Lawson Products is providing for its employees to
do meaningful work, to learn, to be involved without being micromanaged and to make an impact,
readers will take away proven ideas to draw and engage today’s top talent.
Keywords Lean Six Sigma, Employee engagement, Knowledge management, Meaningful work
Paper type Viewpoint
There is no doubt that employees love perks like endless snack bowls, coffee/pool
tables and ping-pong tables and on-site massage and acupuncture services. But
these extras, on top of title, pay, stock options and the annual recognition event, are
still not sufficient to attract and retain top talent. That is because there is a big difference
between employee happiness or satisfaction and employee engagement.
Happy, satisfied or engaged?
Employee happiness: Being happy at work and having fun in the games room does not
always equate to working productively on behalf of the company.
Employee satisfaction: Just because an employee has never missed a day of work or
never complains does not mean that he/she will not take a call from a headhunter who
is trying to entice him/her to look elsewhere.
Employee engagement: Engaged employees are those who do more than just work for
a paycheck or the next promotion – they give discretionary effort to the company.
Engagement is a key performance indicator
Engaged employees have an emotional connection with the company and its goals. They
care about their work and their company. They look forward to work, are creative
problem-solvers and think about ways to work on behalf of the company’s goals. They even
think about work when they are not at work.
PAGE 112 STRATEGIC HR REVIEW VOL. 16 NO. 3 2017, pp. 112-116, © Emerald Publishing Limited, ISSN 1475-4398 DOI 10.1108/SHR-03-2017-0015
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