You know what’s always good to share? Stories of actual success. Both are mine.
The first is a success story of engagement. The second is also a success story of engagement.
You see, engagement is a range of things. Engagement happens when you do the right things with your people. And it’s those right things that make the difference.
So let’s get the first thing out of the way. I was happy with my role – the basics were all in play. My salary was a fair one for my role. I was clear about the work I was responsible for. I had autonomy to do the actions I thought necessary. I had clear expectations of what I needed to do. I understood the consequences of not acting in a way which was beneficial to the organisation, the team, and to me.
This has been true of my last two jobs. I was respected by my manager from the off for having the knowledge, skills, and attitude to do the job well. From there it was a matter of letting me get on with it. A series of things helped keep me on track. Regular conversations with my manager about things happening in my workflow. The freedom to try new, creative, innovative ways of delivering learning. I was coached where my performance was going awry of expectations. My ideas and opinions were sought on things that were important. There was the flexibility to work the hours needed for the organisation, and to work from home or adjust working hours where appropriate. I was given regular feedback about my performance. I was allowed to explore how I worked best, and talk with my manager about making this happen.
I handed in my notice in my most recent role, and worked my notice period. All along that time my manager kept the same approach – and I appreciated that greatly. My team were highly supportive of my time left in the role, and helped me to figure out what I needed to do to leave the role and workload in a state which was meaningful and useful for the future person. There was no animosity, or maliciousness, just genuine support and empathy. Right up until the last day I was working on things which I was not going to see put into action, but will help the team achieve things later.
These were things which may have been backed up by some policy somewhere, but I was never told about it. My manager understood these were ways to engage me because we talked about them.
I’m about to start a new role with a new employer. I am seriously excited by this. All because the recruitment, and candidate experience has been excellent.
My interest was piqued about a role I saw advertised. From the moment I applied, within a period of ten days I had been through the recruitment process and been offered the role. To say I was impressed by this is an understatement. It was seriously impressive. They understood I needed to work my notice period and we agreed to stay in touch.
In the two months leading up to my first day I’ve had regular conversations with my new manager. This has been awesome. I have a sense of the organisation I’m about to join from these conversations. I have an idea about the culture of the place and how receptive they are to the role I’m going to do. Some of the ideas they have in place to engage staff have been shared with me, and I’ve been allowed to offer my tuppence about what I can do to support them. I’ve connected with some of the new team members ahead of joining which gives me a sense of the attitude they have to social media. Information about upcoming work has been shared with me and helps me to get a sense of what the expectations are of me.
I feel welcomed and motivated to do well in the role, before I’ve even stepped in the front door, or met the team.
So there you have it. Two success stories about how to put engagement into practice. Both offer a different sense of how to make it happen. Both offer some insight into what worked to engage me. Because at the end of the day, I’m just like you. Someone who wants to work, do it well, and feel positive about the contribution I can make.