JUST PLANE CULTURE
safety issues are not buried or hidden — they are exposed and analyzed objectively. Engaged employees look out not just for themselves but for their peers as well. That’s why those managers helped. Employees are not just compliant when watched but are compliant because that is the norm the employee’s peers set. There is a physical benefit to employee engagement in
the form of stress level reduction. “Anxiety, depression and other mental health problems are prevalent in working populations … and some of those problems are attributable to working conditions” (Weir, 2013). This study revealed that the number of injuries climbed as job security went down. It showed lower rates of under- reporting in organizations with peer- driven positive safety climates that rewarded safe behavior, enacted good safety training, made employees feel comfortable raising issues to managers. The same is true for quality issues. Employee engagement is an integral part
of any high-performance organization. A Gallup study showed that organizations at the highest level of employee engagement had an 83-percent chance of performing above the company median when it comes to measures of customer loyalty, profitability, productivity, turnover, safety, absenteeism, shrinkage and quality (Fox, 2010).
Unfortunately, it was noted that when it comes to formal policies and management standards, organizations might say one thing but do another. Such organizations espouse excellent safety and quality practices but cut corners if those procedures undermine the bottom line. “Unsurprisingly, employees are quick to pick up on this ‘decoupling’ of policy and practice” (Weir, 2013). Organizations are actively disenfranchising their employees with these activities, pushing them towards disengagement. Let’s be honest here — as managers, you are not interested in safety because of altruistic reasons. You are concerned with safety because it costs you money when there are safety issues. Worker well-being is secondary at best. If you put on this false sense of compassion, the employees will see right through you and your trust rating will plummet. Regrettably, what many will get out of
this article is that employee engagement can be bought with a pizza. It wasn’t the act of buying a pizza that sparked the
01.02 2014
See us at HELI-EXPO2014 | Booth 4417 1-2 page King Air Fuel Pump
Ad.indd 1 25 9/9/13 11:51 AM
engagement machine, rather the compassion and engrained culture behind it. Many employees don’t feel they are allowed to contribute and become non-engaged. They will do only what is expected and nothing more. Surprisingly, what tops the list of what motivates people to be engaged is very simple: recognition of their contribution and how it impacts the organization (Pink, 2009). This alone will not build employee engagement. It must be accompanied by management leading people and managing resources, not the other way around. They must set clear, achievable goals and direction with the resources for successful achievement. “Employees who trust their managers or executives are
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