Employer Communication

Employee Engagement There will be a number of questions answered to relating to employee engagement. The academic of the term will be offered as well as the value that it brings to an organization when it is in effect. Examples of the concept in practice will be described. Also, there will be a listing of risks in not making use of the concept and taking it seriously. Next, an evaluation personal to the author of this report relative to the subject will be offered.

Lastly, there will be concluding comments on the subject. While employee engagement can be over-analyzed and over-scrutinized, it is a very real concept and all human resources professionals should take it to heart. Employee engagement, to put it concisely, is the degree to which an employee engages as an employee rather than just shows up for a check.

The value to be added to an organization through employee engagement is performance by the employee that is active, contains more attention to detail and leads to more effective performance on all levels and through all of the engaged people. Put another way, there is more of a synergy when people are engaged and working together. Indeed, the results garnered are more than the sum of the parts involved. Part of endearing the employees to be engaged is to communicate with them at a proper and effective level.

Transparency and openness are often far superior to shutting employees out and giving them an active reason (if not more than one) to believe that they are being deceived and manipulated. Part of pulling off a proper and complete communication strategy is who has command and control of the communication process and how they wield this power (Mishra, Boynton & Mishra, 2014). A proper level of procedural justice and effective overall operations is also very important (He, Zhu & Zheng, 2014).

To summarize what the scholarly resources tell us, keeping secrets and not having engaged employees are both recipes for proverbial disaster and this must be prevented at all costs. The risks of not taking this seriously include employees filling in information voids with details that may or may not be accurate, higher employee turnover and low morale, just to name a few (Mishra, Boynton & Mishra, 2014; He, Zhu & Zheng, 2014).

Examples of the concept in practice would include being at least basically honest about the chances of layoffs, being effectively communicating about the priorities and mission of the business and so forth. The author of this report fully believes and agrees with the idea of being transparent, asking for feedback and otherwise engaging employees in the process rather than simply manipulating employees like pawns. There are times where discretion and tact should be the order of the day but this should be rare.

Conclusion Striking the right balance between too much information and not enough as well as how much to involve or not involve in the company decision-making process can be hard to pull off at times. Further, the balance.