Mandelson has work cut out to improve employee engagement

[TrueBlueTerrier]

Lord Mandelson has his work cut out to improve employee engagement

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Employee engagement – the issue of consulting and communicating effectively and productively at every level, all the way down to the factory floor or supermarket checkout, has been a frequent source of debate, rhetoric, confusion, success and many mistakes. The principle is sound and practical. Application, implementation and consistency have been stumbling blocks.

Recession has frequently provided an appealing if unsteady platform for exploring the opportunities to demonstrate that a "partnership" or sharing of the pain and frustration will result in successful employee engagement. It is, however, naive to either expect or believe that a single event or recession experience can achieve miracles.

Enter Lord Mandelson. 'Action Man' has recently digested a report on the potential benefits for companies and their employees from engaging collectively – he widened the remit to include the impact of recession – and is now promising to throw the government's weight behind an autumn launch for a programme to produce wider and deeper engagement.

The programme is at an early stage but the intention is to "raise the profile of the issue with leaders in all sectors of the economy" with the government acting as ringmaster to convene debates and help provide practical aids along with coaching and advice.

Will it work? Maybe in small doses. Earlier variations of engagement have had limited impact or proved spectacular failures either because they were badly planned and handled or were too ambitious. Recession has, however, helped open the door to improve the level of consultation and co-operation between employer and employee.

More workers have been willing to accept a reduction in pay and hours when the alternative is redundancy while others have agreed to a pay freeze. A number of companies have extended work sharing and flexible working arrangements to try and limit job losses while unions have been more co-operative (Royal Mail is one of the exceptions) in backing cutbacks, change and reform.

Time will tell whether the current atmosphere, generated by fear rather than a new-found spirit of engagement, will result in longer-term change. Employers will face difficulties in attempting to manage expectations when the upturn starts and employees look for a share of the rewards to compensate them for sacrifices during the recession.

Long-term engagement policies and programmes should be capable of accommodating recessionary pressures but, even with an element of missionary zeal, Lord Mandelson will have his work cut out to achieve a quick change in culture – an election is not that far away. He could, however, hope for more "light-bulb moments" from employers. Sir Terry Leahy, Tesco's chief executive, has spoken about the illuminating moment when he realised that the group knew more about its customers than its employees and decided change was needed. Maybe an issue of long-life light bulbs to other business leaders might help the Mandelson cause.

Charities can't rely on a fairy godmother

Business and the way it can help the local communities where it operates has become another government pre-occupation.

Recession is taking its toll on the help provided by charities and there is the inevitable pressure on business to help fill the gap. A government-appointed task force, set up to examine innovative ways to support vulnerable communities during the recession, comes out with a series of recommendations in its report today. Alas there is a more predictable than innovative tone, with calls for closer co-operation between business and charities.

The report cites a number of cases where the co-operation has produced all round efforts. There is, however, a limit to how far business can act as a 'fairy godmother' for local communities. Charities and other third sector organisations need to be more focused, and in conjunction with business identify priorities that will help avoid communities fracturing.

[DGP1]

In order for any employee engagement in RM it would have to start with the (mis)managers actually listening to us instead of just forcing through one failed idea after another.

[norbert]

In order for any employee engagement in RM it would have to start with the (mis)managers actually listening to us instead of just forcing through one failed idea after another.

yes , the world has moved since Nazi Germany in the 30's & 40's

[Phantom]

Royal Mail doesn't need to make cut backs, it is not in a recession. There is still plenty of work for postal workers with no sign of decline, even in these summer months!

[Dorset Plodder]

Did that guy say something about long life light bulbs? I expect we'll have to deliver the bloody things! Sorry I just broke out into a cold sweat when I heard about light bulbs !! Don't know about you but I'm sick of the sight of the bloody things! I guess one of the back room boys picked up a nice bonus for suggesting that one. Doesn't anyone vet the sort of weird stuff we're expected to deliver?

Cheers

[POSTMAN]

Wot no :mfo in a Mandy thread,come on guys,you're slipping.

[Pinky 1]

In order for any employee engagement in RM it would have to start with the (mis)managers actually listening to us instead of just forcing through one failed idea after another.

Good point ! In which other company would a manager not draw on the experience of his workforce, when having to make major changes to their jobs, to accommadate a changing market ? When the manager is trying to force through things that obviously aren't going to work, it's bound to alianate the workforce. It's no good standing there, hands on hips, and blaming the workforce for all your shortcomings. Trying listening to us occasionaly ......

:mfo (there you go Postman)