[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ custom_padding_last_edited=”on|desktop” _builder_version=”3.22″ custom_padding_tablet=”50px|0|50px|0″ custom_padding_phone=”” padding_mobile=”off” global_colors_info=”{}”][et_pb_row column_padding_mobile=”on” custom_padding_last_edited=”on|tablet” admin_label=”row” _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”1200px” custom_padding=”20px||0px|” custom_padding_tablet=”0px|||” custom_padding_phone=”” use_custom_width=”on” custom_width_px=”1200px” global_colors_info=”{}” column_structure=”1_3,2_3″][et_pb_column type=”1_3″ _builder_version=”3.25″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2018\/08\/Bob-Lavigna-1.jpg” show_bottom_space=”off” align=”center” align_tablet=”center” align_last_edited=”on|desktop” disabled_on=”on|on|” _builder_version=”3.23″ animation=”off” sticky=”on” global_colors_info=”{}”][\/et_pb_image][et_pb_text disabled_on=”on|on|” _builder_version=”3.27.4″ text_font=”PT Sans|on|||” text_text_color=”#02b875″ text_font_size=”20″ text_line_height=”1.2em” header_text_color=”#000000″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”20px||0px|” global_colors_info=”{}”] BOB LAVIGNA<\/a><\/span> [\/et_pb_text][et_pb_text disabled_on=”on|on|” _builder_version=”3.27.4″ text_font=”PT Serif||on||” text_text_color=”#363636″ text_font_size=”16″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”10px||60px|” global_colors_info=”{}”]<\/p>\n Bob Lavigna, author of Engaging Government Employees (American Management Association) is Director of the Institute for Public Sector Employee Engagement, a division of CPS HR Services, an independent government agency. The Institute is dedicated to helping public sector and nonprofit organizations measure and improve employee engagement<\/p>\n [\/et_pb_text][\/et_pb_column][et_pb_column type=”2_3″ _builder_version=”3.25″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”3.27.4″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”24″ text_line_height=”1.5em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”720px” custom_margin=”0px||0px|” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}”] We often hear leaders say that employees are their organization\u2019s most important resource. Unfortunately, too often this is just a slogan. However, smart organizations know that focusing on employees \u2013 particularly on boosting their level of engagement \u2013 can pay big dividends in improved performance. This is especially true in government.<\/span> But what is employee engagement? A Google search results in a confusing landscape of millions of responses. <\/span> Here is a definition from the U.S. Merit Systems Protection Board, which has extensively studied engagement in government:<\/span> Engaged employees have pride in their organization and mission and are deeply committed to its success. They believe that the organization values them and, in return, are willing to provide \u201cdiscretionary effort,\u201d going above basic job requirements to enable the organization to succeed.<\/span><\/p>\n Decades of research, in both the public and private sectors, have shown that employee engagement can drive organizational performance. <\/span> In the business world, high-engagement companies outperform low-engagement companies on key financial metrics \u2013 sales, revenue, profit, stock price, earnings per share, and so on. <\/span> In government, research shows that employee engagement also drives public-sector outcomes. As I detail in my book, <\/span>Engaging Government Employees<\/span><\/i><\/a>, and as I emphasize when I speak about this topic, engagement is linked to outcomes that matter in government. These include achieving strategic goals, delivering responsive customer service, promoting innovation, retaining good employees, improving attendance, and keeping workplaces safe. <\/span> High-engagement government agencies and jurisdictions also have the upper hand in recruiting. Talented people want to work with other talented people \u2013 and in places where employees commit their discretionary effort to help the organization succeed.<\/span> [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.22″ background_color=”#f7f7f4″ custom_padding=”0px||0px|” global_colors_info=”{}”][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.22″ custom_padding=”0px||0px|” global_colors_info=”{}”][et_pb_row use_custom_gutter=”on” gutter_width=”1″ make_equal=”on” column_padding_mobile=”on” module_class=” et_pb_row_fullwidth” _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” width=”100%” width_tablet=”100%” width_last_edited=”on|desktop” max_width=”100%” max_width_tablet=”100%” max_width_last_edited=”on|desktop” custom_padding=”0px||0px|” make_fullwidth=”on” custom_width_px=”680px” global_colors_info=”{}” column_structure=”2_3,1_3″][et_pb_column type=”2_3″ _builder_version=”3.25″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2018\/08\/engag2.jpg” show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_last_edited=”on|desktop” _builder_version=”3.23″ animation=”off” global_colors_info=”{}”][\/et_pb_image][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”3.25″ background_color=”#efefe9″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2018\/08\/engage3.jpg” show_bottom_space=”off” align_tablet=”center” align_last_edited=”on|desktop” _builder_version=”3.23″ animation=”off” global_colors_info=”{}”][\/et_pb_image][et_pb_text disabled_on=”off|off|” _builder_version=”3.27.4″ text_font=”PT Serif||||” text_text_color=”#818178″ text_font_size=”24″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”20%|10%||10%” custom_margin_tablet=”|10%||10%” custom_margin_phone=”” custom_margin_last_edited=”on|desktop” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|phone” global_colors_info=”{}”] When employees feel good about their leaders and how they manage change, and believe that changes are positive, engagement also tends to be high.<\/span> [\/et_pb_text][et_pb_text _builder_version=”3.27.4″ text_font=”PT Sans|on|||” text_text_color=”#888888″ text_font_size=”12″ text_letter_spacing=”2px” text_line_height=”1.2em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”20px||20%|” custom_margin_tablet=”20px|||” custom_margin_phone=”” custom_margin_last_edited=”on|tablet” global_colors_info=”{}”] BOB LAVIGNA [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row use_custom_gutter=”on” gutter_width=”4″ column_padding_mobile=”on” custom_padding_last_edited=”on|tablet” admin_label=”row” _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”1200px” custom_padding=”0px||0px|” custom_padding_tablet=”0px|||” custom_padding_phone=”” use_custom_width=”on” custom_width_px=”1200px” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”3.27.4″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”20″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_margin=”60px||0px|” custom_margin_tablet=”40px||0px|” custom_margin_phone=”” custom_margin_last_edited=”on|tablet” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}”] For example, here is an image from the \u201cCareers at NASA\u201d web site. The National Aeronautics and Space Administration is perennially at the top of the annual \u201cBest Places to Work in the Federal Government\u201d rankings and leverages that achievement in its recruiting strategy. <\/span> Our research also focuses on identifying the factors that have the biggest impact on employee engagement \u2013 the \u201ckey drivers\u201d of engagement, statistically. In other words, the workplace and cultural factors an organization should focus on to improve engagement. <\/span> We analyzed two types of potential engagement drivers. First are workplace factors such as leadership, mission, the work itself, supervision, resources, training, and compensation and benefits. <\/span> We also looked separately at the cultural drivers of engagement. These include promoting innovation, valuing employees, and involving employees in decisions.<\/span> Our analysis showed that the top workplace factor in government is \u201cleadership and managing change.\u201d When employees feel good about their leaders and how they manage change and believe that changes are positive, engagement also tends to be high.<\/span> On the culture side, we found that the top cultural driver in government is recognition \u2013 \u201cI feel valued for the work I do.\u201d This includes ensuring that public servants understand, and take pride in, the fact that the work they do matters. <\/span> Recognition can also mean simply telling the people we work with that we appreciate them and their contributions. But we have to do this in a specific and authentic way. <\/span> A government agency HR director recently told me that employees in her agency are tired of hearing their leader offer generic thanks to all agency employees for doing a good job. It\u2019s become perfunctory and lacks meaning. To be authentic and meaningful, praise needs to be specific. In other words, \u201cI appreciate the good work that you did when you \u2026\u201d<\/span><\/p>\n Our Institute\u2019s poll results are useful and revealing, including the need to focus on leadership and employee recognition. However, there isn\u2019t a one-size-fits-all solution for improving employee engagement. Instead, each government agency or jurisdiction should measure the level of engagement among its employees to identify where it is succeeding and where it can improve. <\/span> And then take action on these results to build a culture of engagement. <\/span> So, how do we measure employee engagement? We believe, and research supports our view, that regular employee surveys can be the best way to assess engagement. An engagement survey measures engagement in a way that is comprehensive and inclusive, and also creates a baseline. Through periodic surveying, the organization can see if the needle of engagement is moving in the right direction.<\/span> This doesn\u2019t mean surveys are the only way to take the temperature of the workforce. Other approaches such as town-hall meetings, employee focus groups, one-on-one discussions, and stay and exit interviews can also help reveal how employees feel about key workplace and cultural issues, and what actions can improve engagement.<\/span> But regular surveys provide the most comprehensive, consistent and useful data. Below is the five-step model our Institute uses with clients to survey employees, analyze engagement, take action and sustain engagement.<\/span> We often hear leaders say that employees are their organization\u2019s most important resource. Unfortunately, too often this is just a slogan.<\/p>\n","protected":false},"author":3305,"featured_media":32611,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","_cbd_carousel_blocks":"[]","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[13,18],"tags":[41,71],"class_list":["post-32460","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-about-gov","category-career-advice","tag-career-advice-2","tag-employee-performance"],"acf":[],"yoast_head":"\nWhy engagement matters<\/span><\/h4>\n
![\"\"](\"https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2018\/08\/Picture1.png\")
\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 My organization, the Institute for Public Sector Employee Engagement<\/a>, has developed the \u201cengagement value chain\u201d below to illustrate why engagement matters in government: \u00a0 \u00a0 ![\"\"](\"https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2018\/08\/BobL-Bob-Lavigna2.jpg\")
<\/span> \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 As this model shows, when a public-sector organization improves its performance by improving employee engagement, customers and stakeholders will be more satisfied with the services they <\/span>receive. This improved satisfaction leads to more trust in government \u2013 and also interest in government careers. And when public servants believe that the people they serve trust them and their work, they will likely feel more engaged.<\/span> In other words, a virtuous cycle.<\/span> However, a national poll by our Institute revealed that only 30 percent of federal, state and local government employees are fully engaged. The private-sector results were better \u2013 43 percent fully engaged \u2013 but are still relatively low.<\/span><\/p>\nWhat drives engagement?<\/span><\/h4>\n
Finding out what matters in your organization<\/span><\/h4>\n
![\"\"](\"https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2018\/08\/engagement-model.png\")
\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 This is not a one-size-fits-all approach. It is flexible enough to allow individual government agencies or jurisdictions to tailor it to their mission, values, strategy, culture, capabilities, and budget.<\/span> It is important to emphasize that surveying employees is only one of the model\u2019s five steps. In particular, steps four and five \u2013 taking action and sustaining engagement \u2013 are essential. <\/span> Unfortunately, some organizations, including in government, survey their employees, achieve a high response rate, and then declare victory. This can be a fatal mistake. Organizations that survey their employees and then fail to take action may find that engagement has declined, not improved.<\/span> Measuring engagement \u2013 and then using the results to improve engagement \u2013 can make a public-sector organization a best place to work. After all, the primary resource we have in government is talent \u2013 our people. If our employees perform well, government also performs well.<\/span> [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.22″ custom_padding=”19px|0px|24.625px|0px” global_colors_info=”{}”][et_pb_row column_padding_mobile=”on” _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”780px” custom_padding=”0px|0px|73.90625px|0px” use_custom_width=”on” custom_width_px=”780px” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”3.27.4″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”36″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”||70px|” text_font_size_tablet=”26″ text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}”] Want new articles before they get published? 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width_tablet=”100%” width_last_edited=”on|desktop” max_width=”100%” max_width_tablet=”100%” max_width_last_edited=”on|desktop” custom_padding=”0px|0px|0px|0px” make_fullwidth=”on” global_colors_info=”{}” column_structure=”1_3,1_3,1_3″][et_pb_column type=”1_3″ _builder_version=”3.25″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2016\/11\/typing.jpg” show_bottom_space=”off” align=”center” force_fullwidth=”on” align_tablet=”center” align_last_edited=”on|desktop” _builder_version=”3.23″ animation=”off” sticky=”on” global_colors_info=”{}”][\/et_pb_image][et_pb_cta title=”CAREER ADVICE” button_url=”https:\/\/www.careersingovernment.com\/tools\/gov-talk\/career-advice\/” button_text=”CAREER ADVICE” _builder_version=”3.16″ header_font_size=”30px” body_font_size=”20px” use_background_color=”off” background_size=”initial” background_position=”top_left” background_repeat=”repeat” global_colors_info=”{}” button_text_size__hover_enabled=”off” button_one_text_size__hover_enabled=”off” button_two_text_size__hover_enabled=”off” button_text_color__hover_enabled=”off” button_one_text_color__hover_enabled=”off” button_two_text_color__hover_enabled=”off” button_border_width__hover_enabled=”off” button_one_border_width__hover_enabled=”off” button_two_border_width__hover_enabled=”off” button_border_color__hover_enabled=”off” button_one_border_color__hover_enabled=”off” button_two_border_color__hover_enabled=”off” button_border_radius__hover_enabled=”off” button_one_border_radius__hover_enabled=”off” button_two_border_radius__hover_enabled=”off” button_letter_spacing__hover_enabled=”off” button_one_letter_spacing__hover_enabled=”off” button_two_letter_spacing__hover_enabled=”off” button_bg_color__hover_enabled=”off” button_one_bg_color__hover_enabled=”off” button_two_bg_color__hover_enabled=”off”] Advice from top Career specialists [\/et_pb_cta][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”3.25″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2016\/11\/news-cig.jpg” show_bottom_space=”off” align=”center” force_fullwidth=”on” align_tablet=”center” align_last_edited=”on|desktop” _builder_version=”3.23″ animation_style=”slide” animation_direction=”left” animation_duration=”500ms” animation_intensity_slide=”10%” sticky=”on” global_colors_info=”{}”][\/et_pb_image][et_pb_cta title=”GOV TALK” button_url=”https:\/\/www.careersingovernment.com\/tools\/gov-talk-page\/” button_text=”Government Updates” _builder_version=”3.16″ header_font_size=”30px” body_font_size=”20px” use_background_color=”off” background_size=”initial” background_position=”top_left” background_repeat=”repeat” global_colors_info=”{}” button_text_size__hover_enabled=”off” button_one_text_size__hover_enabled=”off” 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custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2016\/11\/public-secot-trends.jpg” show_bottom_space=”off” align=”center” force_fullwidth=”on” align_tablet=”center” align_last_edited=”on|desktop” _builder_version=”3.23″ animation=”off” sticky=”on” global_colors_info=”{}”][\/et_pb_image][et_pb_cta title=”TRENDS” button_url=”https:\/\/www.careersingovernment.com\/tools\/hr-tips-and-strategies\/” button_text=”TRENDS” _builder_version=”3.16″ header_font_size=”30px” body_font_size=”20px” use_background_color=”off” background_size=”initial” background_position=”top_left” background_repeat=”repeat” global_colors_info=”{}” button_text_size__hover_enabled=”off” button_one_text_size__hover_enabled=”off” button_two_text_size__hover_enabled=”off” button_text_color__hover_enabled=”off” button_one_text_color__hover_enabled=”off” button_two_text_color__hover_enabled=”off” button_border_width__hover_enabled=”off” button_one_border_width__hover_enabled=”off” button_two_border_width__hover_enabled=”off” button_border_color__hover_enabled=”off” button_one_border_color__hover_enabled=”off” button_two_border_color__hover_enabled=”off” button_border_radius__hover_enabled=”off” button_one_border_radius__hover_enabled=”off” button_two_border_radius__hover_enabled=”off” button_letter_spacing__hover_enabled=”off” button_one_letter_spacing__hover_enabled=”off” button_two_letter_spacing__hover_enabled=”off” button_bg_color__hover_enabled=”off” button_one_bg_color__hover_enabled=”off” button_two_bg_color__hover_enabled=”off”] Public Sector Trends [\/et_pb_cta][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":"