3 C's in Employee Engagement

 CAREER\ COMPETENCE\ CARE

(Barn Raisers,2019)

For organizations looking to increase productivity, performance, and employee-cantered rehabilitation, there are three distinct alternatives. The "Three Cs of Employee Engagement" are as follows:

• Communication
• Creativity 
• Collaboration

Even in highly productive organizations, the days of significant wage or salary increases are over. It is unable to keep employees for long in the organization. Offsite parties and picnics, cricket or football games on birthdays and anniversaries, cultural festivals, painting and quiz competitions, creches for employees' children, Friday bashes, movie tickets, discount shopping coupons, and a slew of other incentives had to be devised by HR managers as a result.

Google, the most well-known and successful technology company, provides its employees with free, well-prepared food. In order to provide their workers with delicious meals while they are at work, the company employs chefs who are highly skilled and knowledgeable. This is one method for making employees happy at work; However, it cannot keep employees for long on its own. There must be something else that can inspire people to engage with their work with enthusiasm. (Prachi Juneja, n.d).

Career: When people join an organization, they hope to advance professionally. Assuming the top administration and quick administrators invest devoted energy in cutting out the vocations of its representatives, they will feel that they have a place with the association. When they receive assistance from management in expanding their careers, they are motivated.

Through job rotations, an organization can offer its employees opportunities to advance professionally by involving them in significant tasks, challenging assignments, and promotions.They ought to also be given a certain amount of authority and the freedom to make their own choices. If an organization truly invests in their employees' careers, it will prepare a new generation of workers.

Competence: The capacity to develop is at the heart of competence. In order to assist employees in acquiring a higher level of skills and competencies, it is necessary to hold regular workshops and training sessions. The development of skills that can be sold should be the primary focus. After working for the company for a few months, most employees look for opportunities to improve their skills so they can advance in their careers. Competence is the capacity to develop by taking advantage of opportunities, whereas the career emphasizes actual advancement in terms of title, compensation, benefits, and authority.

Care: Care is thought to be the most important skill managers can use to make employees feel like they are an essential part of their business. Managers must have empathy, be sensitive to others, and comprehend the issues that each individual faces. Employees feel like they are part of the organization, and that the organization is part of them when small daily acts of kindness are shown to them.

A healthy workforce is a key to sustaining an effective and innovative organization (Schulte and Vainio, 2010).

Reference 

Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology, 64, 89-136. 

Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87, 268-279.

Shuck, B. (2011). Integrative literature review: Four emerging perspectives of employee engagement: An integrative literature review. Human Resource Development Review, 10, 304- 328.

Schulte, P. and Vainio, H. (2010), “Well-being at work-overview and perspective”, Scandinavian Journal of Work, Environment and Health, Vol. 36 No. 5, pp. 422-429

Tagiuri, R., & Litwin, G. L. (1968). Organizational climate: Explorations of a concept. Cambridge, MA: Harvard University Press.