A few years ago, three prominent CHROs offered insights on the topic of employee engagement, highlighting a persistent issue companies face globally—employee engagement scores near an all-time low. Despite numerous efforts such as fair pay, empowerment, and professional development, the engagement levels have seen minimal improvement. This realization led to an important discovery: the responsibility for engagement has often been assigned to the company or the manager, with employees bearing little to no responsibility for their own engagement. This scenario, where the burden is placed on the organization, sparked a thought-provoking discussion on redefining engagement ownership.
Who Owns the Problem?
One striking observation emerged from the discussions on employee engagement: the problem is consistently defined as either the company’s or the manager’s problem. Employees are rarely held accountable for their lack of engagement, leading to a passive approach towards their work and responsibilities. This realization was evident during various interactions and surveys, where passive questions like “Do you have clear goals?” or “Do you have meaningful work?” were predominant. Such questions often prompted employees to blame the environment for their disengagement, resulting in responses like “They don’t communicate priorities” or “They make me do trivial work.”
This pattern of passivity suggests a lack of personal accountability among employees. An experiment was conducted where employees were encouraged to ask themselves active questions beginning with “Did I do my best to…”. This approach aimed to shift their focus from blaming the environment to taking responsibility for their own engagement. The questions included self-reflective prompts like “Did I do my best to set clear goals?” and “Did I do my best to make progress toward goal achievement?” By switching from passive to active questioning, employees could foster a sense of personal ownership in their engagement.
Rating Responsibility
The results of this self-assessment experiment, conducted across various organizations, revealed significant positive changes in employee engagement when individuals asked themselves six active questions daily. These questions covered areas such as setting clear goals, making progress, finding meaning, achieving happiness, building positive relationships, and being fully engaged in their work. Employees who adopted this practice demonstrated a notable improvement in their overall engagement and job satisfaction. By rating themselves on a scale of 1-10, participants became more self-aware and proactive in their work attitudes.
Statistical data from the experiment indicated remarkable outcomes: 34 percent of participants showed improvement in all six areas, 67 percent noted improvement in at least four areas, and a striking 91 percent improved in at least one area. This simple but effective process highlighted the power of self-reflection and personal accountability in enhancing employee engagement. The active approach encouraged employees to take ownership of their roles, resulting in a more motivated and productive workforce. Moreover, the practice required minimal time investment and was cost-effective, making it an easily implementable strategy for organizations.
Practical Steps for Leaders
Leaders play a crucial role in fostering a culture of personal accountability within their teams. The first step involves leading by example—leaders should start by rating themselves on the six active questions for two weeks to understand the impact. Observing the transformation within themselves can provide valuable insights into how this practice can be implemented within their teams. Once leaders experience the benefits, they can introduce this self-assessment exercise to their team members, encouraging them to adopt the same reflective practice.
Implementing this approach within a team requires consistent follow-up and support from leaders. Leaders should regularly engage in discussions about the progress made, acknowledging improvements and addressing any challenges faced by team members. Creating an open and supportive environment where employees feel comfortable sharing their experiences can further enhance the effectiveness of this practice. Additionally, integrating these reflective questions into regular team meetings can reinforce the importance of personal responsibility and maintain momentum in boosting engagement.
Visible Outcomes and Future Implications
A few years back, three distinguished CHROs shared their perspectives on employee engagement, shedding light on a common challenge that companies around the world still face—dismally low employee engagement scores. Despite a myriad of initiatives, including competitive pay, empowerment opportunities, and professional growth programs, engagement levels have barely improved. This stark reality led to a significant revelation: the responsibility for fostering engagement has traditionally been placed on the organization or managers, while employees were seldom held accountable for their own engagement. This imbalance of responsibility has prompted a compelling discussion about shifting the ownership of engagement. By rethinking who should be responsible, we might uncover more effective strategies that encourage employees to take a more active role in their own engagement, thus fostering a more enthusiastic and committed workforce. This reevaluation is crucial for developing a work environment where everyone contributes to and benefits from higher engagement levels.