The tremendous stir of information, energy, enthusiasm, and ideas regarding “employee engagement” is

1. Exciting
2. Surprising
3. Valuable
4. Amazing
5. Puzzling
6. Enter your word here: _____________
7. All of the above

I wonder, though, if we might be making it more complex than it ought to be.

Below are several related conclusions, drawn from more than 300 hours of research conducted since 2005.

• A manager’s responsibility is to develop high-quality performers among her employees.

• The manager should balance his attention to engagement, performance, and results.

• Employees who are actively engaged in their work perform more favorably, more productively, and more positively.

• Employees’ performance produces results like customer satisfaction and loyalty, error reduction, improved candidate recruitment, enhanced employee retention, greater employee satisfaction/morale/productivity.

• Complementary attention to Engagement, Performance, Results requires an innovative approach to management.

• Managers must convey clear job expectations and promote employees’ desire to engage in fulfilling those expectations.

• Managers need to give employees opportunities to engage in continuous development, that they may achieve expected results more readily.

• Managers coach and mentor employee performance; they also support engagement not only in one’s job but in related areas such as company objectives, professional and functional networks, career achievement, and community support.

• Managers need continuous awareness of ways to infuse their everyday management tasks with communication, opportunities, and resources that stimulate engagement.

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Tags: employees, engagement, Management