I wonder: One of the most important organizational learnings from the pandemic going forward is the need, not the commitment of organizational leaders to focus on staff engagement. (our four intelligences must be activated with our core values)
We know the value of bringing all staff into a permanent and constant process to hear their actual voices (their feelings about their real “lived experiences”) to understand and integrate what truly matters to them. It is not about satisfaction surveys or short quizzes!
True engagement is about the arc of the staff continuum, from when they begin employment to when they leave.
I sometimes wonder if leaders know and measure engagement by each of these stages?
Also, I have used 15 critical areas of questioning, which should be integrated into the process of engagement.
Then take a deep, deep dive with both face-to-face and surveys, as a way to hear, understand and explore what matters to your staff.
I believe that engagement must be one of our organizational “new normals”, as an imperative, which might be one of the remedies for both conscious and unconscious biases. It is my experience that some leaders may hold.
Unfortunately, many of these biases become the drivers of organizational disorder and dysfunction. What do you think?
