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Employee Engagement is clearly an outcome of 'something'. It is somehow related to / to do with alignment, synchronicity - harmony, but is not homogeneous, not discrete, not an 'entity' (hope I'm not completely overstating the blindingly obvious). Vineet Nayar shows that it is connected with how valued employees feel, their relationship with managers (hierarchically-organisationally), and maybe their sense of a reasonable degree of autonomy (?).
Perhaps its very heterogeneity makes it difficult to measure 'accurately' (as opposed to 'woollily') or would make any 'necessary' measurement potentially quite complex and tedious.
As a proxy for engagement we could, with reasonable justification - safety, look to our customers' perceptions, although any singular modality is fraught.
I feel it is worth looking at employee engagement from the outside in. At the moment much discussion is from the inside out perspective eg if we do this then our people will do and feel that. My outside in perspective starts with an external perspective of an organisation ie the customer's view.I am sure that we have all been served by an employee who is highly engaged and also served by employees who are not. We can clearly tell the difference and we make judgments accordingly.
My experience (working with companies on employee engagement and customer excellence) tells me that engaged employees deliver great service, grow and retain customers and increase advocacy. Those employees who are well led, cared for, equipped and resourced deliver great service. Before we begin any customer service training we address the engagement strategy first and then evaluate this against customer feedback - it's a winning formula.
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