Experts assert that engaged employees help to boost a business’ bottom line.
It may also result in lower stress and less absenteeism among staff, as well as higher customer satisfaction.
But, unfortunately, such engagement is hard to find. Gallup reports that 87 percent of employees are not engaged. So how can an employer, especially a chiropractor, facilitate employee engagement?
Creating a connection
CEB, a best practice insight and technology company, examines company policies and helps find solutions to optimize performance. The company offers “seven core engagement drivers” to help get staff on track.
Key areas include:
- Clarifying an employee’s role and how it coincides with company objectives;
- Establishing career goals based on the employee’s interests, skills and experience;
- Helping employees understand the performance review system;
- Creating networks that foster on-the-job support and career guidance;
- Providing cash and non-cash rewards to increase retention and engagement;
- Giving employees a voice in determining ways to improve company performance;
- Involving employees in creating and sustaining company values.
Regardless of industry, an employee must feel a connection to his/her work and have goals, a strategic direction and a larger purpose, according to Brett Pinegar, strategist and currently the CEO of WealthCounsel. He offers several tips for promoting engagement at work and how to help others become engaged in one of his blog posts.
For instance, employers should regularly recognize and offer positive reinforcement when an employ performs well. And by challenging employees and making them accountable for their work, an employer can promote a sense of ownership and engagement. Most of all, employees should feel that the company truly listens to them, he notes.
Pinegar, a runner who visits his chiropractor twice a week, reports that professionals in the chiropractic field typically have a purpose and passion for their work. He asserts that chiropractors are usually “dialed in on the purpose of their work and recognize the difference they make for patients.”
But those who consider their employment “just a job” do not have sufficient reason to be engaged. “If you punch a time clock to get a paycheck, you’ll struggle with engagement,” Pinegar says, adding that having a connection to what you do and why you do it makes a difference.
When it comes to staff, chiropractors have a responsibility to motivate and inspire them, notes Pinegar. “Patients are looking for healing, reduced pain, increased flexibility and should feel cared for when they walk in the door until the time they leave,” he says and suggests some ways to foster staff engagement. “Daily pep sessions are helpful and can inspire each other.”
Pinegar emphasizes the necessity of regularly reinforcing the message with staff. “Inspiration does not have a long shelf life,” he says. “You’ll need a lot of reminders about your purpose. You have to continuously make that connection back to your work.”
In some cases, it becomes apparent that an employee is simply not aligned with company objectives. “If you have a ‘bad apple,’ you have to take care of him or her,” says Pinegar. “Either help them cross the chasm and become in tune with the purpose of the practice or help them move on. Disengagement is poison. It’s toxic to an organization.”
Finally, Pinegar cautions chiropractors and other employers not to become complaisant. Evaluating your employees’ engagement status on a regular basis can ensure that your practice, or business, continues to run smoothly and delivers on its promises to patients/clients.