Employee engagement, involvement, and empowerment within an organization are very critical to the success of an organization. A highly engaged workforce is more productive and more focused on the development of the organization. The Human resource professionals have a significant role to play in enhancing employee engagement, involvement, and empowerment within an organization. They do so through aligning the employee values with the overall mission of the organization. They further cooperate with other leaders within the organization to foster employee engagement and involvement. Finally, they are responsible for creating an environment that that fosters work-life balance.
HR can adopt various strategies to facilitate employee engagement, involvement, and empowerment. To begin with, the HR can undertake training for the employees. This training is geared towards enabling the employees to understand how the success of the organization is their success. This will help in aligning the employee values with the overall organizational mission and hence enhance their involvement and engagement (Kocherlakota, 2015). Moreover, the HR should define engagement goals on a daily basis and hence create commitment towards the goals among teams.
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Secondly, the HR should work with other departmental heads and managers within the organization to foster employee engagement within the organization. This could include training managers on how to show concern for the personal life of the employees. Moreover, the HR should hold the individual managers accountable for the employee engagement of the specific employees working under them (Howell, 2017). This will help the HR collaborate with other departmental managers and leaders in fostering employee engagement.
Lastly, the HR will enhance employee engagement through the creation of a work-life balance within the workplace. This can be achieved by allowing employees time flexibility at work and giving them adequate off workdays (Snell, 2009). This will help in creating an environment in which the workers can balance their personal life and the requirements of their employment and consequently enhance their engagement and involvement.
References
Kocherlakota, S. D. (2015). Employee Commitment: A Giant Leap in Employee Engagement. OPUS: HR Journal, 6 (1), 112-134.
Howell, A. (2017). Engagement starts at the top: The role of a leader’s personality on employee engagement. Strategic HR Review, 16 (3), 144-146.
Snell, A. (2009). Tackling the challenges of employee engagement. Strategic HR Review, 8 (2). https://doi.org/10.1108/shr.2009.37208baa.002
