Techniques / drivers that can be used to developed the employee engagement

 

As this is a human resource concept in developing the employee engagement in an organization. Human resources department and the management team of the company were mainly focusing on the drivers that can be improve the engagement (Vance, 2006). As the actively engage employees will be a benefit for the organization in order to achieve the ultimate goal of the company thus, below mentioned factors will contributed to increase the employee engagement in an organization. They are,

• ·        Corporate values

• ·        Ethical leadership and psychological contact

• ·        Organizational Citizenship

• ·        Communication (Dash, 2013).

 
A set of principals or guidelines, beliefs that in line with the company in order to create and form group of people to work as a team to achieve the ultimate goal of the company can be defined as corporate values in an organization (Brătianu, 2008).

Considering the corporate values to the life insurance company, selected was also reestablished the values, as Excellence, Caring, Innovation, Trust, Ethics and Integrity. Not only that but also upholding the code of conduct, whistle blowing, anti-harassment policies, violence against woman concepts also in the group and the company to maintain the positive impression towards the corporate values of the company (Union Assurance,2020).

Employees who worked according to the principals and corporate values as a common and respect other colleagues in the team via building equality and build good relationship with the employees and leaders of the company can be defined as Ethical leadership and psychological contact in an organization (Schwepker and Dimitriou, 2021).

Company is always concern with employees’ feelings where the team HR is organizing the lunch with boss as a quarterly event in the department, coffee with CEO, open door policy, appreciation events as BRAVO awards, secret Santa events, town hall meetings, get together, happy hour sessions, team building activities such as executive team building program, management out bound team building sessions, leader par excellence, brilliant starter, MDRT,COT,TOT team building programs as to encourage the employees and build the relationship with the supervisors and sub ordinates of the department.

An employee who is going an extra mile and doing the work that not relevant to the respective job role of the employee and contribute to the company without expectation is simply defined as Organizational citizenship (Organ, Podsakoff and MacKenzie, 2005).
If the employee of the company is fully engaged and highly motivated in the department and who satisfied with the benefits that was offered by the company is as mentioned above. The JKH employees, the selected company employees were also falling under the Organizational citizenship category not because of the physical benefits but also for the mental release, work life balance, work from home concepts.

Transparency in the details that was shared by the company can be simply defined as open communication in the workplace (Cui, 2021). Union Assurance, company is also maintaining an open door communication process where all the details have been publishing in the company intranet was a great example for the open communication. Not only that but also the cooperate communications, HIVE system, newsletters, company official web site, LinkedIn, Facebook, twitter social media pages chat options for the customers were some of the open communication methods which was used by the company in order to maintain a good employee engagement among the staffs. 

Figure 1 – Employee Engagement at UA
                   Source – Annual Report 2020               

                                                   

Figure 2 – Family party
Source – Annual Report 2020 

References 

Brătianu, C. and Bălănescu, G.V., 2008. Vision, mission and corporate values. A comparative analysis of the top 50 US companies. Management & Marketing, 3(3), pp.19-38.

Cui, Y., 2021. The role of emotional intelligence in workplace transparency and open communication. Aggression and Violent Behavior, p.101602.

Dash, B., 2013. Employee engagement and HR initiatives:-A conceptual study. International Journal on Global Business Management & Research, 1(2), p.85.

Organ, D.W., Podsakoff, P.M. and MacKenzie, S.B., 2005. Organizational citizenship behavior: Its nature, antecedents, and consequences. Sage Publications.

Schwepker Jr, C.H. and Dimitriou, C.K., 2021. Using ethical leadership to reduce job stress and improve performance quality in the hospitality industry. International Journal of Hospitality Management, 94, p.102860.

Union Assurance. (2020) annual report 2020. Colombo: Union Assurance [online] Available from: https://unionassurance.com/wp-content/uploads/2021/03/UAL_AR_2020.pdf [Accessed 14 December 2021].

Vance, R.J., 2006. Employee engagement and commitment. SHRM foundation, pp.1-53.