An engaged workforce is critical to an organization’s success, no matter what products or services you’re selling.
Engaged
employees
display high levels of energy, enthusiasm and motivation, which result in higher
levels of creativity, productivity and job performance. Yet, according to
Gallup, 87
percent of employees worldwide are not engaged. What gives, and what can we do
about it?
Most organizations today offer competitive benefits, generous raises and
bonuses, and employee recognition programs. But, in most instances, that’s not
enough.
As we look to 2019 and beyond, here are three ways companies can help promote a
more engaged, productive workforce.
1. Ensure a diverse workforce.
Diversity
is a key driver of a company’s success. In fact, McKinsey
research
highlights that gender, ethnic and cultural diversity continue to be correlated
to financial performance across multiple countries worldwide.
Driving Internal Organizational Alignment and Better Cross-Functional Collaboration
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Diverse workplaces clearly bring the best results by way of greater creativity,
innovation and perspective. Research has also found that employee diversity goes
hand-in-hand with improved employee engagement. For example,
Gallup
has also found that engaged employees are more likely to say their company
values diverse ideas.
Diversity is highly valued at
HEINEKEN. Our company has
individuals
from 64 different nationalities among its 840 senior managers. Yet, we want to
go further. That’s why HEINEKEN USA recently formed an Inclusion and
Diversity Council, and is currently piloting an Inclusive Leadership
training program.
HEINEKEN USA is also extending its reach to underrepresented groups through a
partnership with The
Consortium,
as part of a diverse candidate-attraction strategy. The Consortium works with
its member schools and 85 corporate partners to increase the ranks of African
Americans, Hispanic Americans and Native Americans in US business schools and
corporate leadership positions.
2. Bring your (true) self to work.
Diversity is more than hitting quotas of employees with certain demographic
characteristics. Diversity reaches beyond gender, race, and ethnicity to include
diversity of thought. But there’s another piece of the puzzle that addresses
diversity from a personal standpoint — inclusion.
Employees need an environment where they can bring their true
selves
to work. After all, we’re all equally human. At HEINEKEN USA, we hosted an
inaugural Inclusion and Diversity Forum called 100% Human — inspired by the
human rights movement, that aims to increase tolerance and acceptance with that
simple reminder: that we’re all equally human.
At one point or another, we’ve all covered up part of our identity; however, we
need to be true to ourselves and stop self-editing our traits and qualities to
find greater engagement and satisfaction at work.
3. Be (more) compassionate.
People don’t quit their jobs — they quit their bosses. Inspiring and
compassionate managers can help foster individuals’ purpose and create more team
engagement.
Compassion is a quality that become increasingly highlighted and recognized as a
foundational aspect of leadership. Organizations with more compassionate
leaders
have better collaboration and lower turnover; and employees who are more
trusting, more connected to each other, and more committed to the company.
According to a Harvard Business
Review
article, 91 percent of leaders surveyed said compassion is very important for
their leadership and 80 percent said they would like to enhance their compassion
but do not know how.
With more compassion, less self-editing and more diversity, we’re bound to
improve every aspect of our lives, both within and outside the workplace.
Published Jan 17, 2019 7pm EST / 4pm PST / 12am GMT / 1am CET
Director of Sustainable Business
Heineken
Stephanie is the Director of Sustainable Business for HEINEKEN USA. She is also an Adjunct Professor at Columbia University, teaching Circular Economy for Sustainability Professionals as part of the MS in Sustainability Management Program.
Sponsored Content
/ This article is sponsored by
Heineken.
This article, produced in cooperation with the Sustainable Brands editorial team, has been paid for by one of our sponsors.