Aviation Business Journal Third Quarter 2011 - (Page 15)
in the Business and General Aviation Industry
By Christine Hill, ServiceElements
ur industry is grappling with one of the most challenging economic storms in history. Many leaders have expressed concern* they are focusing on just keeping their companies together, and employees are apprehensive of what the future may hold for them. In a time when jobs are hard to come by and employees with jobs are unlikely to jump ship, employee engagement can be the difference between surviving the storm or notfor employees, leadership and the organization. The time for focusing on employee engagement has arrived both from a personal perspective and a top strategic business objective.
What is Employee Engagement?
The term “employee engagement” means different things to different people and organizations. Employee engagement is defined as the emotional attachment between an employee and his/her workplace in ServiceElements workshops and among other organizational development practitioners. In these workshops, individuals are given an assessment that helps place them in a category of engagement as follows: Engaged – Works with passion and feels a profound connection (alignment of values, goals and aspirations) to their organization. Non Engaged – Does what is expected.
Actively Disengaged – Unhappy and busy acting out their unhappiness. An employee’s engagement and job performance are connected and greatly influenced by how he/she feels about: ■■ the work itself ■■ co-workers ■■ managers ■■ resources available to perform job duties It is easy enough for us to envision what an engaged employee might be doing at work. He is passionate about the job he is doing and understands the value that his organization brings to the world. The engaged employee also really understands how his job fits into the greater
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Aviation Business Journal | 3rd Quarter 2011
Table of Contents for the Digital Edition of Aviation Business Journal Third Quarter 2011