Engage and Align Your Employees with Your Business Strategy

How do you engage and align employees and how do you go about it? Employee engagement is achieved by strengthening and developing the competencies and skill sets of your people coupled with a communication plan to clarify both the business strategy and workplace expectations.

That’s a tall order, you say? Here are 10 steps that can help you improve your employee engagement:

1. Focus on Development of a Communication Plan – this plan of action enables everyone to understand the overall business objectives and how their role and responsibilities relate to the strategy of your business.

2. Focus on Responsibility, Accountability and Self-Empowerment – encourage individual ownership of a project or task, and have each of your employees design a plan of action that will create the willingness by all to be held accountable.

3. Create a Goal and Results-Oriented Culture.

4. Use Appropriate Metrics to Measure Progress – Use a tiered system of goal-orientation both upward and downward toward your businesses goals.

5. Ensure Consistency by Thinking in 3’s – Three goals relative to the company, each department, and each person.

6. Monitor – Review compliance of the goal-oriented process and the results at all levels helps maintain your culture of goals.

7. Identify performance gaps – When a gap is spotted, determining which learning and training initiatives to focus on makes decisions easier.

8. Review Your Performance Management Process – Ensure your process maximizes the use of individual development plans to reinforce the overall goal-orientation plans.

9. Create an Internal Employee Action Marketing Plan – This compliments the achievement of your business strategy.

10. Revisit the Vision, Mission, and Purpose of Your Company - Upgrade if necessary.


It is important that HR Professionals focus on the Five C’s of Engagement to gain alignment. If you focus on the Five C's , you will certainly give your company the “Slight Edge”. In other words, a competitive advantage in this highly competitive global marketplace. It is time to realize that people can make the difference but only if they are totally engaged.


Richard Hohmann
Senior Vice President
Innovative Leadership
Phone: 609.390.2830
Cell: 609.980.0086
rohmann@innovativeleadershipdv.com

Five C's of Employoee Engagement

It is important that HR Professionals focus on the Five C’s of Engagement to gain alignment:

1. Connection - An organization must demonstrate employee focused initiatives by their management team.

2. Communication - Management must communicate more effectively with their staff to both clarify the position of the company in relation to the business strategy but also clarify the workplace expectations of each and every employee

3. Career - Management must encourage personal and career development in each and every employee centered around both advancement and reaching potential

4. Compliance - Management must provide feedback to all employees in a timely manner and be consistent with their adherence to processes, policies and procedures.

5. Celebration - Management must not only allow for individual contribution and self-empowerment but celebrate success with appropriate recognition and praise.

Mentoring Relationships - How to Foster Them

Assigning mentors is an important way to bring new hires up-to-speed or groom promising workers for better thing. But the strategy is only as good as the relationship between mentor and mentee.

Follow this advice:
- Choose Wisely - Of course, anyone would be thrille to work with a company or industry superstar. But you should select mentors based on what they can offer a particular worker rather than their glowing reputations. Talk to perspective mentors about their backgrounds and how they got from here to there, then pair them up with workers who have similar histories. Mentees should be able to look at their mentors and envision themselves having the same success.
- Offer Instruction - Ask mentors to make first contact to avoid putting the pressure on those in the subordinate role. Request mentors dedicate uninterrupted time to working with their mentees rather than allowing meetings to be disrupted by phone calls and other distractions. Mentees should be made to feel their advisors want to help them. And you may also suggest that inital meetings take place in neutral territory, such as a conference room, so worker won't be overwhelmed by ego walls and other trappings of success.
- Follow Up - Solicit regular updates from both parties - to ensure they are in fact meeting and to learn whether the relationship is having the desired effect. Street to mentees that they should be honest regarding how they feel about the process and not fear retaliation if they'd prefer to be assigned to another mentor. If they are not benefiting from the program, it's a waste of time for everyone involved.

Adapted from "Handle the Awe Factor" by Linda Phillips-Jones

Reinforce Teamwork with Performance Appraisals

Why should workers strive to help their teams succeed then their performance appraisals - and salary increases - focus on individual achievement? If your company uses team performance rather than individual performance, your appraisals must reflect those objectives.

Make sure to follow these pointers:
- Set both individual and team goals - Work with employees to get two sets of goals - one addressing individual performance issues and the other addressing team performance. For example, you may want employees to take the initiative in their individual duties rather than over relying on you for guidance. But when they're operating as part of a team, they need to work cooperatively with other team members rather than striking out on their own. Make clear that difference roles have different expectations and it's important for workers to adapt well to each situation.
- Link pay to team performance - How important is a given work team's activity to the overall performance of your department? Does it account for 20 or 50 percent of your workload? Determine what weight should be given to team activities, then rework pay and bonus structures to reflect those percentages. If 50% of an employee's time is spent acting as part of a work team, then 50% of the employee's compensation should be tied to the team's performance.

Development of Your Employees

Tough Times – Better Leadership

Tough economic conditions usually demand the need for most human resource departments to change their strategies and focus on the immediate needs like layoffs, hiring and wage freezes, reduction in benefits, and more. These are the same quick fix measures that have been used every time we slip into a downsizing mode or economic recession.

Maybe it is time for Human Resources to try alternative measures to contribute to the business objectives of the company rather than just using a band-aid that doesn’t fit. If we really believe that our people are our most valuable resource, then why are we not more concerned with the development of our future leaders and retaining our good to great employees, particularly our middle managers? For any company to weather this storm, it must develop its high potential employees and improve the productivity of its already high-achieving workforce.

Let’s just focus on two premises. The first is that employee development is the ultimate responsibility for any manager working in any organization. Those that focus on stretching people toward their potential will be the most successful managers moving forward and always have been. Second, improving individual performance and development drives business performance and result in improved organizational effectiveness. Now is the time that all Human Resource professionals need focus on their people development, succession planning, and goal-orientation.

Most people realize that being effective is more important then being efficient. HR must demonstrate how people development can produce the desired results in good times and bad. Most employees, including the HR Department, spend the majority of their time working on tasks and events that mean very little to the business strategy of the company. All employees need to spend more time on their roles and responsibilities that make a difference in the company’s achievement.

There has never been a better time to demonstrate the return of investment to your executive management team by developing the potential and leadership abilities of your people. People are your most valuable resource. It is more important than ever that the employee is viewed as a “Total Leader” and their potential growth and development is what will enable us to weather this storm and be more successful in the future.

Small Business Desired Outcomes

It has always been my philosophy to focus on the desired outcome and then determine a plan of action that will ensure business success in relation to that goal or objective. It is apparent that most businesses do not focus on the desired outcome since the majority of employees are not focused on the strategy of the company.

It is imperative that employers focus on their talent management but which of the talent management areas do we focus on first, hiring and selection, retention, engagement, or development? Forget about all the talent management trends and recommended solutions. Create an employee engagement vehicle that will provide the opportunity for the employee to focus on the strategically developed outcomes.

So, what are the challenges facing your organization in the next year or so? Do the majority of your company or corporate challenges center around revenue generation, systematic cost reduction in operating expense, profitability, customer maintenance, etc.?

Now that we understand the company or corporate challenges and we have formulated a strategy to overcome those challenges to provide the desired outcome in terms of revenue, cost reduction, personnel succession, or profitability, isn’t that when we should provide a talent management assessment.

I find that most HR Professionals either are not asking themselves the following questions or they are not being asked by the executives of their company or corporation to provide answers for those questions.

- “Do our employees feel connected to this strategically developed plan of action?” I would review the process to determine if clearly defined goals were established and how far down the organizational chart have they been presented and understood.

- “Do we have the right people in the right places to allow us to accomplish our goals and objectives moving forward?”

- “Do we have turnover concerns at any or all levels within the organization, particularly the front line?”

- “Do we have any key employees leaving the organization over the next twelve months and what does our succession plan look like with those positions?”

There is a real disconnect. When are companies or corporations going to realize that the strength of their organization is based on the strengths of the individual employee? We have not only lost focus of the desired outcome, we have lost focus on what will allow us to grow and to sustain this growth moving forward. It is the strengths of our people from the latest hire to the most senior officer.

So HR Professionals, what does your executive summary and recommendations for implementation of action plans for the strategic development process look like in terms of providing solutions to turnover, engagement, lack of talent or skills, and providing the employee with the needed resources to do the job?

The People Development and Organizational Effectiveness should start with a plan and this plan should be evaluated periodically using an assessment process that tells the company or corporation how they are doing in terms of engagement, skill development, and encouragement using strengths as a basis for success, and sharing information among peers and management to improve communication and outcomes.

The real problem in my opinion is that HR must take a proactive role in the people development and organizational effectiveness and be willing to be measured for achievement in the areas of turnover, retention, engagement, and achievement. Human Resources must exhibit their leadership skills and take charge of maximizing the effectiveness of their employees to achieve the goals and objectives of the company or corporation. Make sure your talent management processes include middle management particularly if they are the hiring manager. Remember to “eat the elephant in small bites” because when we try to eat the whole elephant in one sitting, we tend to have difficulty swallowing”. Start small and look for significant and meaningful results. Focus on the challenges and the talent needed to meet those challenges.

That’s what business is all about.

Are you too blunt?

Take these steps if coworkers and close friends say you come across as blunt and hurt others without knowing it.

• Watch your choice of words. Don't preface remarks with dismissive or hostile works or phrases. Don't Say for Example: "It's obvious to me . . ." "I don't see how . . ." or "I can't believe . . ."
• Monitor your tone of voice. Even when your words are positive, your tone can convey hostility. How would you feel if someone said with a sarcastic edge, "That's a great piece of work"? You'd probably take the comment as an insult.
• Listen to yourself. Many people don't realize that their tone is gruff or negative sounding. One way to tell is to record yourself during a phone conversation. Listen to the take carefully. How do you sound? Friendly? Matter-of-fact? Or is there an unfriendly edge to your voice? Hearing what you sound like to other people can be a revelation. If there's a hostile edge to your voice, you'll need to consciously modify your tone.

- Adapted from "Bluntness," Tony Alessandra