Employee Engagement
<h5>Employee Engagement</h5>

“ Willingness to exert a sustained effort in return of an expected level of satisfaction. Management has the ability to create a framework where employee engagement is sustained at a high level, the impact will reflect positively in every company metric.”

Alan Brooks is the co-founder and MD of TIGR a company focused on employee empowerment. TIGR is a win win for employees and enterprise, fostering ownership, accountability and productivity.

Alan Brooks is the co-founder and MD of TIGR a company focused on employee empowerment. TIGR is a win win for employees and enterprise, fostering ownership, accountability and productivity.

Over many years I have observed employee engagement, from my early years working for authoritarian hard task masters and observing my own employees level of engagement go from highs to lows and back again. Consistent, above the bar, employee engagement can only be attained when the basics are in place. In this insight I will discuss the approach that I have landed upon with TIGR8.com that delivers on expectations.


  • Consistent levels of employee engagement are attainable and can be attained when every challenge is supported by setting clear expectations for success, constant collaboration and recognition of the effort.
  • Today’s connected workforce are influenced by more than paid employment.
  • TIGR has the application that brings together the fragments of Task setting, collaboration and recognition, creating an environment where consistent employee engagement is achieved.

Employee engagement can be described as the eagerness to exert sustained effort for the return of an expected level of satisfaction, clearly if the expected return is low it follows that the level of effort will also be low. It’s so much more than a simple definition.
When I reflect on my own levels of engagement over many years, it’s clear that many factors have had influence, including external factors like family, health, vacation planning, new car, so many influences in fact that that at times my employment ranked quite low. So its easy to understand the complexity of employee engagement. For this insight I will concentrate on the on job factors but not forgetting the external influences I will return to later.
Today’s workforce respond to three key influences that inevitably lead to the engage/disengage switch, we all have it and there are opportunities to activate them every day in the working environment.

  • ownership
  • Communication
  • Destination

Task ownership is at the base of engagement and must be a focus of every organisation where high levels of employee engagement are aspired too. At its root if you are not connected to the task you will not have the energy to find innovative solutions, the level of distraction from the task becomes higher and levels of negative influence take old.

Continuous and clear lines of communication need to be maintained. One way to reset an easily distracted employee, having clear expectations on task execution and using a continuous line of open communication, ignites employee engagement. Through collaboration and communication with colleagues the level of joint ownership is developed and maintained.

Having a clear destination is the third element in employee engagement. In order to attain continuous, above the bar employee engagement there must be a clear finish line that includes a description of success. The ability to celebrate at the culmination of a task or project maintains the impetus, with the value of the goal increasing with every milestone achieved.

Employee engagement is critical to every enterprise, impacting profitability, productivity, staff turnover, rework, customer satisfaction and ultimately, in extreme cases, particularly in service industries the longterm viability of the enterprise.

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