TM - August 2007 - (Page 21) what I do. I just would rather do it somewhere else.” Rational elements appeal to employees’ self-interest, that is, a need to meet certain material requirements. The most purely rational among these are economic self-interest and personal development. Emotional elements appeal to employees’ sense of belonging — a desire to participate in a welcoming community. The most purely emotional are motivational recognition and shared values. Linking Engagement to Business Success It is widely accepted (and reasonable to think) that employee engagement leads to extra effort and positive business outcomes. But the evidence to support this hypothesis is surprisingly thin. Most validation efforts look internally to the survey results themselves. In these cases, the engagement data often are compared with a bellwether item or set of items to identify the key drivers of engagement. The survey items that correlate most closely to this bellwether are said to be the key drivers of engagement. Passing on the Pep Rallies A major retailer is doing just that. It analyzed its survey data to find the most powerful predictors for the item, “I intend to stay…,” for which employees were presented response options that reflected intervals of elapsed time. The results showed surprisingly strong predictive ability to assign employees to different length-of-stay categories. Further, the items that contribute the most predictive value are classic engagement topics such as feeling pride in the company and line of sight between job and company success. Figure 1: Satisfied vs. Engaged Employees Satisfied Employees … Engaged Employees … Do a good job. Are predictable performers. Regularly meet job requirements. Implement solutions to problems. Focus on job-specific tasks. Are comfortable for now. Are willing to go above and beyond. Always bring their best to work. Strive to perform their job better. Take ownership of problem resolution. Volunteer to accomplish organizational goals. Desire a long-term relationship. August 2007 talent management magazine www.TalentMgt.com 21 http://www.TalentMgt.com
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