Whether it’s the Kotter or Prosci’s approach to change management there is a fuel that powers the process of change, a fuel that is needed to grow and develop, a fuel that I believe powers every change and development initiative. Employee Engagement is this Fuel.
71% of employees are not fully engaged – Dale Carnegie.
Employee Engagement powers the business environment. Irrespective of the business phase or process you are in, there is a continuous cycle of learning and development needed to build knowledge and understanding. Success originates in some basic fundamentals of Knowledge Management which are the building blocks of human development. In essence, it’s about the transfer of information into knowledge through sharing and collaboration with a good mix of know-how and experience. Through these basic Knowledge Management fundamentals change happens inherently as society has shown. This is where employee engagement plays a crucial role.
40% of the company’s workforce knew about the company’s strategies, goals and tactics – J.P Blackard in the Daily Infographic.
Change Management and Learning and development processes generally needs to go through a fundamental three phase process:
- Firstly an awareness phase – Identifying champions
- Second is where key learning and development starts taking place – Developing champions
- The last phase is the embedment phase to make it stick – Having champions
35% of US Managers are engaged in their jobs - Gallup
It’s clear some solid planning has to go into each of these phases. There are many approaches to use but what does run throughout is that engagement needs to take place at all levels. It’s critically important that you choose a methodology that encapsulates employee engagement in every step of the way. It is also crucial to ensure there is a key focus on strong management participation and engagement.
Companies with engaged employees outperform those who do not engage their workforce by up to 202% - Gallup