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    Enhance Employee Engagement And Promote Global Business Success.

    2008/8/2 16:06:00 41832

    On the face of it, for an enterprise, a team composed of employees who are satisfied with their jobs seems to be an ideal state or even the best state.

    But it is obvious that in the current global business environment, job satisfaction is not enough to link employee performance to outstanding performance.

    In the past twenty years, the needs and interests of employers have changed. At the beginning, conditions and projects were created to satisfy employees' salaries, benefits and working environment. Now, in order to make employees highly loyal to enterprises, they really devote themselves to the work of enterprises and fulfill their mission.

    What are the motivating factors of employee engagement?

    In the past few years, Mercer has launched the What s Working research in the world, hoping to understand and track employees' understanding and attitude towards work, find out the most motivating factors in different countries and regions, and develop reliable standard data or comparable data to help employers assess their employee engagement level with reference to national or regional benchmarks.

    Through this research, Mercer not only understands the employees' understanding of their work and their differences due to their country or region, but more importantly, it can also identify and quantify the specific factors that motivate employee engagement.

    CEO, the director of human resources and other executives responsible for global human resources management can make use of the rich information provided by this research to enhance employee engagement, improve customer service, improve productivity and reduce turnover rate.

    National factors to motivate employee engagement

    Research shows that employees' understanding of work experience varies from country to region.

    The national / regional culture determines the employee's experience and determines the employee's engagement.

    Because for those employers who want to expand their global business, the issue of how to motivate employee engagement is becoming increasingly complex and more important as their employees' cultural backgrounds become more diversified.

    Although What "s Working" identifies six or seven factors that motivate employee engagement, the actual situation is not what people want.

    Even when the working environment is the same, for example, when English is used as the primary communication language, cultural differences between countries and regions, economic development and market environment will have a huge impact on employee engagement.

    As shown in page sixth, there is only one main motivating factor for employee engagement in the United Kingdom and the United States: self fulfillment, ranking first in the UK and second in the United States.

    However, among the main motivating factors in the UK's top engagement, there are six factors that are consistent with the main motivating factors of employee engagement in China (the largest market in Asia).

    Global factors to motivate employee engagement

    Although the main motivating factors of employee engagement will vary from country to region, industry and enterprise, Mercer's What s Working research finds four relatively consistent global factors that motivate employee engagement.

    Include:

    - the work itself, including development opportunities


    - confidence and trust in leadership


    - commendation and Awards


    - Organizational Communication

    In the absence of additional information, multinational enterprises can significantly enhance their engagement level by focusing on these four motivating factors.

    Nevertheless, the best practices of enterprises are aware of the impact of national culture and regional culture on employee understanding, thus effectively integrating national / regional factors with global factors.

    Interpreting internal staff survey data using standard data

    Because every enterprise is different, enterprises need to evaluate their employees' viewpoints through internal staff surveys.

    If the enterprise intends to make use of the meaningful enlightenment to formulate the strategy of human capital, it is not enough to rely solely on the internal investigation carried out by the enterprises themselves.

    Enterprises must analyze the findings based on standard data or even historical data (available), so as to conduct a more comprehensive assessment of employee engagement.

    Although employee surveys can provide valuable information about internal employees' understanding of jobs, for multinational enterprises trying to compare findings in different regions or assess overall performance, if they do not refer to local data and global data, they may misinterpret the findings.

    For example, even if the survey shows that employees in a certain country or region evaluate the performance of an enterprise in a certain field, the information of the head of the enterprise alone is not sure whether the situation is normal for the country.

    By combining specific employee survey results with standard reference data, enterprises can identify problems and adopt interventions that will have the greatest impact on employee engagement and even final performance.

    Comprehensive understanding of employee engagement

    Through research and cooperation with enterprises in various countries, Mercer has identified four stages of enhancing employee engagement and meeting specific mindset on behalf of employees.

    Generally speaking, no matter which stage the employee is in the continuum of engagement, the enterprise must optimize the working relationship between the employee and the employer through the management work, so as to push the employee engagement into the next stage.


     
     

    Satisfied employees fulfill their job responsibilities and are satisfied with terms and conditions of employment.

    At the same time, they are not necessarily dedicated team members, and often do not make greater efforts.

    Self motivated employees are enthusiastic and focus on their contribution to the enterprise.

    However, in general, they value personal goals more than team goals or business goals.

    The dedicated employees make their values and behaviors represented by the early stage of engagement mode become their subjective consciousness, and they also form a strong recognition of enterprises.

    They are committed to the enterprise and are optimistic about the future of the enterprise.

    Employees who support enterprises can share weal and woe with enterprises.

    They spare no effort to devote themselves to the highest standards, and integrate their innovative spirit into their own and their team's work.

    They will take the initiative to find ways to help achieve business goals.

    They are generous with their products and services, and recommend them as ideal office workers.

    It is found that employee performance is the most important factor in performance at this stage.

    Important insights

    When leaders and managers of multinational enterprises aim to improve their performance and enhance employee engagement through research on employees' understanding of jobs, enterprises should bear in mind the following valuable lessons:

    Enterprises must view global human resources decisions in combination with national / regional culture.

    Business executives can't take it for granted that the global economy means similar labor resources.

    Stereotype of country / region is not conducive to human resource strategy.

    Enterprises must make use of correct research results instead of informal impression or creed to formulate human resources strategy for specific national / regional citizens.

    "Standards" vary from country to region.

    When analyzing employee survey results, business leaders must make data conform to national / regional standards, so as to correctly interpret the performance of different countries / regions.

    Employee engagement is related to employer brand.

    It is the business factors that generate employee engagement that create employer brand, and vice versa.

    Culture plays an irreplaceable role in improving employee engagement.

    The mode of operation of an enterprise is the embodiment of its culture - the way of treating employees, the way employees treat their colleagues and customers, and the way of management is closely related to their dedication.

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