1. THE 6
CRITICAL
FACTORS
(To make Engagement work in your organization)

2. SIX CRITICAL FACTORS
(To Make Engagement Work in Your Organization)
So you have read all of the research, seen the benefits regarding improved productivity, innovation and
commitment to company goals, understand the positive impact to bottom line profits and are now ready to
consider an employee engagement strategy.
How can you determine what specific strategies and programs will increase employee engagement
and what tools, support and resources are required?
Here are six critical factors that need to be considered when executing an employee engagement strategy
to ensure effective and successful results. It is important to realize there are many strategic initiatives that
could influence employee engagement so the key to making the right decision will depend on your
company’s goals, budgets and mission as well as the employee and leadership demographics of your
company. Overall engagement should be planned on three separate levels:
1) Corporate Programs - Available for and targeted to all employees.
2) Managerial Level - What can be done within the department to build strong
manager/employee relationships and,
3) Employee Level - How can you support, encourage and assist employees to engage on a
personal level.
The Six Factors – One by One
1. Assessment Survey
Do you have an understanding of current engagement levels?
First point
A good starting point could be a survey to get a strong feel and pulse for the issues. We highly
recommend that organizations use an independent, third party company for their survey assessments. All
responses and comments should be kept confidential and this enables organizations to collect true
feedback on feelings, concerns and issues and will give you a basic understanding of overall engagement
levels.

3. Second point
It is important to assess engagement levels NOT satisfaction levels.
Questions should be designed to address true engagement criteria not satisfaction. Remember a satisfied
employee does not equal an engaged employee and satisfied employees don’t generate the same benefits
as engaged employees.
An engagement survey can provide some guidance and serve as a benchmark however it is only a start
and in itself will not drive engagement! Without follow up action or strategic initiatives that are planned
as a result of the survey’s information collected you will not be able to move the engagement needle.
2. Employee Interests
Employee engagement must be considered through the employee’s eyes, emotions, thoughts and feelings
and cannot be mandated by corporate policy. Senior executives can design engagement strategy but
without consulting employees, understanding their personal needs and desires or analyzing research in
this area you may miss the mark with your execution and results.
Surveys can also help identify what types of programs, drivers or services will help management facilitate
engagement however surveys are normally top down driven initiatives while engagement happens at the
individual level based on employee interests, goals and passions which surveys are not in a position to
address.
Strategy and programs MUST keep in mind the physical, emotional and spiritual interests and needs of
the employee when being planned and developed.
3. ROI Considerations
Employee engagement strategy and resulting programs should provide a strong return to the company.
Some initiatives are easier to implement and measure then others. Strategy should also align with
corporate philosophy and mission and should be discussed in the board room when corporate goals and
objectives are established. The ability to secure employee commitment and have them on board with
company goals will increase performance and success.
Attractive ROI’s are certainly available from several engagement strategies when implemented and
operated effectively. Look closely at the goals of the program, what benchmarks will be used, what are
the projected returns, what metrics can measure progress and why.
An example of a goal could be to include and engage employees in process improvements to get new
ideas and suggestions that help drive innovations and new efficiencies. Others goals could impact cost
reductions, health care costs, productivity, etc.
While some programs can be measured with metrics and provide healthy returns (ROI’s) don’t
underestimate the positive financial impact on VOI’s (Value on Investment). Things like morale,
commitment to improve and learn new skills, teamwork, etc cannot always be measured or related to
financial profits but none the less contribute to the success of the organization.

4. 4. Intrinsic Connections
Examine any potential program through the lens of how it will allow your company to make a meaningful
and emotional connection with employees and or provide something of intrinsic value. Compare strategy
with key research work such as Daniel Pink who has identified Autonomy, Mastery and Purpose as key
engagement drivers and motivators or The Sirota Groups work in discussing Equity, Achievement and
Camaraderie or Brady Wilson’s work with five emotional drivers-Fit, Clarity, Value, Inspiration and
Support.
Examples include; a recognition program may help build pride and respect and cultivate desired attitudes
and behaviors or you might consider supporting a passion or cause important to the employee or
supporting them in their road to health and wellness all of which could have intrinsic value/meaning to
employees.
Engagement is NOT about money, bonuses or rewards it is about people and the positive emotions that
drive performance: pride, motivation, inspiration, determination…
5. Managers Buy In
Consideration must be given to how to get the support and buy in of managers in your organization. They
are such an important link in the employee engagement chain that successful engagement strategy will
need their support and participation or might otherwise fail or deliver inconsistent results.
Important Questions to consider:
 How will you get managers involved?
 Do they believe in employee engagement?
 Do they have all of the required people skills and abilities to help facilitate engagement?
 What tools and services can support them in the process?
Strategy should also look at how managers who achieve high engagement scores of their staff can be
recognized and rewarded for their efforts. You may even ask managers to be accountable for engagement
levels of their staff as engagement has a major influence on the performance of their staff and the
organization as a whole
6. Think time: How can programs be managed effectively and efficiently?
The real questions here are:
 Who will be involved?
 Where does the responsibility lie?
 How can you get employees and staff to participate in the process?
 Is there a budget set up for funding programs and activities?

5. There are many web based platforms, technology, tools and services available to help organizations in
these processes and minimize administration costs. In addition, consider what expertise can provide
support align with your strategy and generate the desired engagement.
When you realize the tremendous impact that employee engagement has on business success and are
willing to commit the required resources and investments to achieve high engagement levels it then
becomes a decision on what programs and services will best help you facilitate and accomplish desired
results. No one strategy will fit all organizations but these guidelines above can help you make decisions
that are right for your organization.
Engagement does not always happen naturally. It results from proactive actions and effective strategy by
organizations who are diligent in their efforts and realize the results are well worth the investment.
Doug Brown
President of Engaged2Perform and expert consultant in employee engagement
http://www.engaged2perform.ca
Engaged2Perform provides strategies and solutions to companies that engage with employees and
increase productivity.