IND502 Session 6: Aligning Employee Engagement
with Strategic Goals
Aligning Employee Engagement with Strategic Goals
DISCIPLIN E- SPECIFIC SUPER VISOR CH ECK- IN
Business
Criminal Justice
Cyber Security
Health Sciences
Public Administration
Session 1 of 6
Aligning Employee Engagement with Strategic Goals
Aligning Employee
Engagement with Strategic
Goals
Employees are an organization’s most important and valuable asset. As such, having
employees being engaged with their jobs has been a paramount concern for most
organizations, including health care organizations. Although employee engagement has been
an important measure of employee satisfaction and happiness on the job for years, the
number of employees who are actively engaged with their worksite has remained relatively
low with approximately 38% of employees being engaged with their worksite in 2020 (Gallup,
2020). Over time, employee engagement has been supplemented with the employee
experience in measuring how employees are faring at their worksite. The employee
experience is “a set of perceptions that employees have about their experiences at work in
response to their interactions with the organization” (IBM Globoforce, 2016).
How does one measure the employee experience? IBM/Globoforces uses an Employee
Experience Index to measure employee experience. This index includes
ve (5) components:
1. Belonging – feeling part of a team, group or organization
2. Purpose – understanding why one’s work matters
3. Achievement – a sense of accomplishment in the work that is done
4. Happiness – the pleasant feeling arising in and around work
5. Vigor – the presence of energy, enthusiasm and excitement at work
Why is the employee experience important? Well for starters, employee experience is linked
with better work performance and increased employee retention (IBM Globoforce, 2016).
Employees who have a positive employee experience tend to perform better at work, be more
productive, and be less likely to quit their jobs. (IBM Globforce, 2016). Applying a cookiecutter approach to the employee experience won’t work but crafting an employee experience
which relates to your organization’s mission, core values, and culture is quite doable.
Used synonymously with the term “employee experience,” employee engagement is used to
describe employees who are committed to their organization’s goals, values, and mission.
Engaged employees are motivated to contribute to the success of the organization (Frino,
Djibo, & Deidero, 2019). They exhibit enthusiasm about their job, co-workers, and
organization. Employees who are engaged perform better than their co-workers; they are also
less likely to leave the organization (Young, Glerum, Wang, & Joseph, 2018). Employees who
are not engaged at work have essentially checked out. They put in their time but are not
committed to their job or to the organization. Thus, employee engagement is linked to
organizational performance (Frino, Djibo, & Deidero, 2019; Pieczka, 2018). Employers can
foster engagement in their employees by o ering
exible work arrangements, a recognition
and reward system, providing frequent feedback, exhibiting trust and respect, and providing
employees with autonomy over their work (Pieczka, 2018). Research has also suggested that
17% of employees are actively disengaged. These employees are likely to participate in
bullying, workplace violence, and undermining their co-workers’ accomplishments.
The following article was mentioned during this session. It is an optional reading:
Frino, M., Djibo,I.,& Desidero, K. (2019). Organizational alignment as a predictor of
employee engagement. Performance Improvement, 58, 21-27.
http://vlib.excelsior.edu/login?url=https://search.ebscohost.com/login.aspx?
direct=true&db=bth&AN=135821810&site=eds-live&scope=site
Harter, J. (2020). US Employee engagement hits new high after historic drop. Gallup
Workplace. https://www.gallup.com/workplace/316064/employee-engagementhits-new-high-historic-drop.aspx
IBM/Globoforce (2016). The employee experience index.
https://www.globoforce.com/wpcontent/uploads/2016/10/The_Employee_Experience_Index.pdf
Pieczka, M. (2018). Critical perspectives of engagement. In K. Johnson & M. Taylor
(Eds.). Handbook of communication engagement (pp. 549-568). John Wiley & Sons.
http://vlib.excelsior.edu/login?url=https://search.ebscohost.com/login.aspx?
direct=true&db=edsebk&AN=1800311&site=eds-live&scope=site
Young, H., Glerum. D., Wang, W., & Joseph, D. (2018). Who are the most engaged at
work? A meta-analysis of personality and employee engagement. Journal of
Organizational Behavior, 9, 1330-1346. http://vlib.excelsior.edu/login?
url=https://search.ebscohost.com/login.aspx?
direct=true&db=bth&AN=133370736&site=eds-live&scope=site
TML: Talent Management and Leadership Podcast
With guests Dianne Oakes and Samantha Seaman
M7 DYAD Script.pdf
134.5 KB
Supervisor Check-In
Supervisor Check-In's are held by supervisors from
each of the following departments: Business, Criminal
Justice, Cyber Security, Health Sciences, and Public
Administration. To enter your speci c check-in, click
the appropriate button below. We encourage you to
also sit in on one other check-in for a di erent
department to learn a di erent perspective.
Discipline-Speci c Sessions
Emilia Burrows
Direct Supervisor of Business discipline hires
BUSINESS
Ava Li
Direct supervisor of Criminal Justice discipline hires
CRIMINAL JUSTICE
Hatsumi Sato
Direct supervisor of Cyber Security discipline hires
CYBER SECURITY
Jemma Mwangi
Direct supervisor of Health Sciences discipline hires
HEALTH SCIENCES
Kasia Nowakowski
Direct supervisor of Public Administration discipline hires
PUBLIC ADMINISTRA...
Session 2 of 6
Business
Business
Direct Supervisor: Emilia Burrows
Employee engagement is a long-term
“
organizational strategy, not just an HR
strategy.”
- Emilia Burrows
Transcript
Research supports the concept that the most successful companies are those which have a
corporate culture that develops and supports employee engagement (Davis, 2018). Employee
engagement is a long-term organizational strategy, not just an HR strategy. Employee
engagement is about fostering an environment where employees are willing and able to o er
their capability and potential to their job beyond what is called for in their job description
(MacLeod & Brady, 2008).
Employee engagement can lead to
nancial rewards for the company. One study found that
companies who had employee engagement scores in the top 25% had twice the annual pro ts
than those with engagement scores in the bottom 25% (Davis, 2018). Employees who are
engaged,
nd their jobs more ful lling and their work more meaningful than those who are
disengaged. Engaged employees can see a purpose in their work. These employees feel a
connection with their employer and colleagues and can see how their work aligns with the
company’s mission and objectives.
There is no right way to develop engagement in an organization and no simple way to do it. It
starts with understanding who the employees are, and how their unique skills can support
the organization. HR is often the bridge between the employees and employers and will have a
crucial role in creating and supporting engaged workers. Establishing a culture of mutual
respect and recognizing that engaged employees are productive employees and critical to the
organization's success will set an organization on the right path for long-term strategic
success.
The following article was mentioned during this session. It is an optional reading:
Davis, K. (2018, 04). The major bene ts of employee engagement: Employee
engagement is a great place to start. Recognition and Engagement Excellence
Essentials, Retrieved from https://search-proquestcom.vlib.excelsior.edu/docview/2043346447?accountid=134966
MacLeod, D., & Brady, C. (2008). The extra mile: How to engage your people to win.
(1st ed.). Harlow, NJ: Prentice-Hall.
Session 3 of 6
Criminal Justice
Criminal Justice
Direct Supervisor: Ava Li
Communication is a two-way street with
“
input from line o
cers taken as an
important piece of the overall vision and
goals of the department.”
- Ava Li
Transcript
Strategic planning in criminal justice can be accomplished in a myriad of ways. One example
is police accreditation. The Commission on Accreditation for Law Enforcement Agencies
(CALEA) is the “gold standard” of public safety. This program was created in 1979 as a way
for law enforcement leaders to include strategic planning and compliance with CALEA
standards. Law enforcement agencies that complete the
ve-step accreditation process work
to improve numerous organizational functions including personnel administration. One of the
bene ts of accreditation is creating greater accountability within the agency. It also provides
the opportunity to engage employees in the process.
Another example of engaging employees are the concepts of shared leadership and
participative management. Borrowed from the private sector, both approaches involve a
power shared arrangement between individuals who are not in leadership positions and those
who are. A classic example in law enforcement can be found with the Broken Arrow Police
Department in Oklahoma. In 2006, the department embarked on an experiment in which
shared leadership practices were implemented and studied. The
ndings concluded that
empowerment acts as a mediator between the Leadership Team and A ective Organizational
Commitment. This model conceptualizes that shared leadership practices in police
organizations can be expected to contribute to employee perceptions of organizational
commitment (Steinheider, et al, 2006).
A more recent practice gaining popularity is transformational leadership. Promoted as a
“people-centered approach,” this is somewhat like the participative management style used
in the 2000s. Here the leader works with subordinates to create a shared vision of the
organization and or an individual team. In law enforcement, this could be applied to a
specialized police unit or within patrol shifts. Transformational leaders consider the unique
needs of each o
cer as well as their skills and levels of motivation. Communication is a two-
way street with input from line o
cers taken as an important piece of the overall vision and
goals of the department.
The following article was mentioned during this session. It is an optional reading:
Steinheider, B., WuesSewWld, T., & Bayerl, P. S. (2006). When twelve heads are
better than one: Implementing a shared leadership concept in a police agency.
Academy of Management Annual Meeting Proceedings, L1–L6.
https://doi.org/10.5465/AMBPP.2006.27169161 http://vlib.excelsior.edu/login?
url=https://search.ebscohost.com/login.aspx?
direct=true&db=bth&AN=27169161&site=eds-live&scope=site
Pyle, B. S., & Cangemi, J. (2019). Organizational change in law enforcement:
Community-oriented policing as transformational leadership. Organization
Development Journal, 37(4), 81–88. http://vlib.excelsior.edu/login?
url=https://search.ebscohost.com/login.aspx?
direct=true&db=bth&AN=139880365&site=eds-live&scope=site
Session 4 of 6
Cyber Security
Cyber Security Team
Direct Supevisor: Hatsumi Sato
Technology can either streamline
“
processes and increase ROI (return on
investment), or it can cause additional
challenges that keeps the business from
being successful.”
- Hatsumi Sato
Transcript
Many times, an organization thinks of their information technology department as ancillary
to their strategic goals. They are, however, much more integral than just providing technical
solutions to business problems. Information technology and cybersecurity departments have
an advantage over other departments in that they interface with all other areas of the
organization. Because they are on the front line of implementing processes and procedures in
all areas of the company, they often get a bird’s eye view that others do not. Organizations
should strive for integration and alignment between IT and other areas of the company.
Cybersecurity and information technology strategy must be in alignment with business
strategy for either to be successful. Technology can either streamline processes and increase
ROI (return on investment), or it can cause additional challenges that keeps the business
from being successful. It’s all in the implementation of that technology and how it aligns
with the business needs that will make that determination.
Seal (2019) discusses some ways that you can align business and IT. First, you need to
identify any gaps that occur. Understanding those gaps are the
rst step to closing them.
Secondly, you should ensure that your business strategic goals are clear. IT and the business
should know exactly what targets they are trying to hit. Third, you should strive for
convergence. Technology is not an entity in and of itself, it should be a tool that is used to
achieve your business goals. And
nally, having a person who is good at translating business
needs into technical needs and vice versa is critical. This person could be a business
relationship manager, a project manager, a business analyst or anyone on either side that
understands how to communicate e ectively with the other. If you don’t have this person on
sta , consider hiring a consultant with these skills.
The following article was mentioned during this session. It is an optional reading:
Seal, A. (2019). 4 steps to achieve business and IT alignment. Retrieved September
4, 2020, from Vxchnge.com website: https://www.vxchnge.com/blog/business-italignment
Session 5 of 6
Health Sciences
Health Sciences
Direct Supervisor: Jemma Mwangi
Psychological safety is often used as a
“
metric for employee engagement. This
metric is all the more important given the
pandemic and societal unrest.”
- Jemma Mwangi
Transcript
Employee engagement has become a “buzz word” in health and public health organizations –
and in most professions. What does it actually mean? The Centers for Disease Control and
Prevention (CDC) has an often cited white paper about employee engagement. The CDC leans
heavily on the work of Dr. William Kahn, who is widely recognized as having coined this
concept. Kahn talks about employee engagement as an interconnection between an
employee’s personal self with their work role. He states that “…in engagement, people
employ and express themselves physically, cognitively and emotionally during role
performances…” (CDC, n.d.). The CDC evaluated the state of research in employee
engagement and shared four themes to guide organizational health.
1. Personal engagement: people are bringing their “best selves” to work, growing in the
role, and contributing actively.
2. Work engagement: people are satis ed and involved in their work.
3. Satisfaction engagement: people are satis ed with, committed to, and enthusiastic about
their work.
4. Multidimensional engagement: people’s connections with their work, their job, and their
position within the organization. (CDC, n.d.)
Psychological safety is often used as a metric for employee engagement. This metric is all the
more important given the pandemic and societal unrest. According to Amy Edmondson, the
person credited with identifying the importance of psychological safety among teams,
psychological safety is a shared belief in the workplace that people can give candid feedback,
admit mistakes, and learn from each other without embarrassment or fear of rejection or
punishment (Edmondson & Nickisch, 2019).
So, why talk about employee engagement in health care? Professionals go into the
eld
because they’re dedicated to making a di erence, right? That’s true; however, there are many
challenges to employee engagement. The pandemic has laid many of them bare: long hours,
insu
cient resources, poor leadership, burnout… The list goes on. Yet, it is important to note
that employee engagement has been a challenge for health care for many years.
Employee engagement can be a matter of life or death in health and public health care. Your
general notes talk about employees being “checked out.” Imagine a checked out professional
dispensing medications, charting in the electronic health record, giving patient instructions,
or setting up medical equipment at a home visit. The potential for errors, missed educational
opportunities, and poor relationship-building with patients are many. In addition,
organizational trust may plummet, breaking down communications and jeopardizing
improvement opportunities. In addition to the very real risk of harm to patients and even
employees, the organization’s reputation may also be harmed.
Over this module, you will explore ways to build employee engagement. As you do, consider
the importance of building trust within your team. How can you empower and energize your
employees? How can you build psychological safety in your workplace? Think about your own
engagement. Are you as engaged as you could be? Your people will follow your lead, perhaps
in ways you don’t intend.
The following article was mentioned during this session. It is an optional reading:
Centers for Disease Control and Prevention. (n.d.). Engaging employees to bring their
best to work. CDC Workplace Health Resource Center.
https://www.cdc.gov/workplacehealthpromotion/initiatives/resource-center/casestudies/engaging-employees.html
Edmundson, A. & Nickisch, C. (2019). Creating psychological safety in the workplace.
HBR IdeaCast. [Podcast, 28 minutes].
Session 6 of 6
Public Administration
Public Administration
Direct Supervisor: Kasia Nowakowski
Employees who are engaged are more
“
productive, have great job satisfaction,
and enhance customer service for the
populations they serve. They
nd
meaning in their work and take pride in
what they do.”
- Kasia Nowakowski, City Planner
Transcript
The O
ce of Personnel Management (2015) de nes employee engagement as “The
employee’s sense of purpose that is evident in their display of dedication, persistence, and
e ort in their work or overall attachment to their organization and its mission” and has
emphasized the importance of fostering employee engagement in the federal sector.
Employees who are engaged are more productive, have great job satisfaction, and enhance
customer service for the populations they serve. They
nd meaning in their work and take
pride in what they do. Every year, OPM sends out to all federal employees the Federal
Employee Viewpoint Survey that gauges the overall conditions within their respective
organizations. Participants share feedback on their work, their organization, and the
leadership and respond to everything from their feelings about their leaders to work-life
balance. This tool provides an immense amount of feedback to organizations that they can
utilize to determine not only where change has been made from previous years but also where
improvements still need to be made.
In 2005, the Merit Systems Protection Board conducted a study of employee engagement and
identi ed several strategies that agencies can utilize to foster employee engagement to
include ensuring a good person-to-job
t, showing employees they are valued from their
rst day on the job, stimulate employee commitment and managing performance with the
attention it deserves. They also emphasized mentoring employees and selecting the right
people to be supervisors based upon their ability to engage subordinates. While this was a
federal sector study – their recommendations are applicable regardless of which sector they
are applied to. And the key component is going to be supervisors – more importantly leaders
– who are able to foster that engagement with their sta .
The following article was mentioned during this session. It is an optional reading:
U.S. Merit Systems Protection Board. (2005). The power of federal employee
engagement. Retrieved from https://www.mspb.gov/netsearch/viewdocs.aspx?
docnumber=379024&version=379721
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