Accelerating Performance through Multi Dimensional Engagement

Updated: Sep 3, 2020


3 out of 4 businesses have an opportunity to improve their business results - today!


Some employees rest before they are tired, others perk up in the parking lot at 5 o'clock. Some have quit long ago but forgotten to tell you. All these employees show up to work every day and give you the minimum effort to stay afloat.


Energised people typically choose to behave in ways that enable success. Conversely, when people are drained they become most likely to disengage and act in ways that undermine not only their own success, but also that of their team. But what's the difference and what does it mean?


Employer engagement is a unique factor within the business sector of organisations with less than 200 employees. The engagement of a business owner within their own business is equally important as that of the employees. If the business owner isn't engaged and focused on the strategy and operations of a business, the entire organisation often suffers. Persisting with the strategy of 'business as usual' for an extended time is one of the many warning bells of poor employer engagement. This, of course, can have a flow-on effect on the employees and instill a disillusionment of leadership.


Disengaged employees are just as dangerous, especially for SME's. If not addressed promptly this employment relationship can end up quite destructive, not only to the employer but the whole organisation and business performance as well.


What can you do? How can you overcome this challenge?


Historically engagement was viewed one dimensionally, but through our research, a key finding was the impact of client engagement - the third dimension of engagement! Exploring further into the concept of client engagement and its impact on organisations, the research found employers in high performing organisations were 24% more satisfied with customer service levels of employees, than those employers in low performing organisations. This is one of the most significant variances in research, indicating client engagement is critical for overall improved organisational performance. The finding was then further supported when the employee data came in. The results identified employees mirrored employers when talking about their satisfaction with customer focus, feedback and needs. In turn, the higher the employee results, the higher the overall performance of the organisation!


Client engagement completes the business engagement cycle. The critical elements to engagement include the employer who engages with their strategy and the emplo