--- title: 5 Proven Keys to Employee Engagement and Collaboration description: These are 5 keys to employee engagement that if implemented consistently, have proven results in building a culture of collaboration and engagement. image: http://www.orginc.com/hubfs/Blog/ORG_Blog-Image_Employee-Engagement_2016-03-01.jpg --- ![Overland Resource Group](https://www.orginc.com/hs-fs/hubfs/ORG_2017_Q1/ORG.jpg?t=1483128475379&width=215&name=ORG.jpg "Overland Resource Group") For full functionality of this site it is necessary to **enable JavaScript**. 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Seems that every time I look at Twitter, LinkedIn, or any leadership site someone is talking about it. Yet with all this chatter, up to 88% of employees and 80% of leaders reportedly still do not have passion for their work. Below are 5 keys to employee engagement that, if implemented consistently, have proven results in building a culture of collaboration and engagement. ##### **5 KEYS TO EMPLOYEE ENGAGEMENT** ###### 1. Involve everyone - Employees and leaders need to clearly understand [the vision](https://www.gsb.stanford.edu/faculty-research/research/publications/building-your-companys-vision) and see their role in it. - Provide clearly stated, measurable outcomes and ensure employees understand why they are important. - Allow employees who do the work every day to solve problems and create solutions for achieving outcomes. - Recognize that everyone is necessary for success. Treat all workgroups, unions, and contractors as respected partners.  ###### 2. Create structures to support and sustain - Establish work teams to address specific concerns and practice continuous improvement. Assist teams in their development through chartering, removing barriers, and communication protocols. - Provide an [online workspace](https://www.creativebloq.com/design/online-collaboration-tools-912855) for team collaboration and communication. - Build a corporate structure that can commit the resources necessary for change, facilitate and support engagement, and mediate elevated concerns. - Ensure there is a corporate commitment to the new way of working - using structured problem solving to improve the business, efficiency, quality and the work environment. - Commit corporately that no one will suffer job loss as a direct result of team efforts to create a more efficient workplace. - Stay the course. Understand that lasting change requires attention and there will be setbacks. ###### 3. Prepare and equip leaders - Different approaches require different leadership behaviors. Explain the new expectations and provide leaders with training in the skills needed to lead differently. - Leaders must model courage and commitment and reinforce expectations throughout the organization. - Reinforce and sustain behavioral change with on-going coaching and [feedback](https://hbr.org/2016/10/give-your-team-more-effective-positive-feedback). - Pay attention to the middle – front line leaders are often overlooked in engagement efforts. Recognize their specific concerns and provide training, support, and encouragement. ###### 4. Create competency - It's not enough to tell employees that they are empowered to solve problems and make decisions – they will need to learn new skills. - Provide just-in-time learning so employees can quickly put new behaviors into action. - Develop internal "champions" to be trainers and supporters to maintain momentum. Identifying and embedding peers as 'experts' in the new process will accelerate the acceptance and implementation of new concepts. - Involve employees in designing the training to ensure it is relevant to their work. ###### 5. Share the story - Celebrate and share successes throughout the process. - Ask employees to identify and work on 'quick wins' then highlight them to generate excitement about the change. - Educate employees about the business and metrics so they can evaluate their own progress. - Provide on-going and honest communication about challenges.  Remember, with your new approach employees are partners in running the business so communicate with them as such. - Identify employees from all workgroups and train them to be active participants in creating messages that will resonate with their peers. [ Discover how the FAA saved $17 million annually using the 5 keys for employee engagement](https://www.orginc.com/american-airlines-and-transport-workers-unionhttp://www.orginc.com/american-airlines-and-transport-workers-union)**.** [![View The Case Study ›](https://no-cache.hubspot.com/cta/default/2633051/6b8e8619-97c4-4259-9a7e-998f2c76baaa.png)](https://cta-redirect.hubspot.com/cta/redirect/2633051/6b8e8619-97c4-4259-9a7e-998f2c76baaa) *Vicki Kelsey is a member of the consulting team at Overland Resource Group and President/CEO of VKAL, Inc. She can be reached at **[v.kelsey@orginc.com](mailto:v.kelsey@orginc.com)**.* Read other posts from Vicki. - [Voices, Votes, and External Influence: Labor-Management History Repeats Itself](https://www.orginc.com/blog/2014/10/24/voices-votes-external-influence-labor-management-history-repeats) - [The Interest-Based Leadership Checklist: A Crucial Tool for Effectively Guiding Difficult Conversations](https://www.orginc.com/blog/2014/02/17/interest-based-leadership-checklist-crucial-tool-effectively-guiding-difficult-conversations) - [Equal and Different-Leaders Can Value Both Using Interest-Based Leadership](https://www.orginc.com/blog/2013/11/11/equal-and-different-interest-based-leadership) - [A Tale of Two Leaders: How Interest-Based Leadership Affects Employee Engagement](https://www.orginc.com/blog/2013/10/21/a-tale-of-two-leaders-interest-based-leadershi) [![Enhance performance with our interactive Impact workshop](https://no-cache.hubspot.com/cta/default/2633051/fe70d48c-c226-4a99-af4f-0bfca4c557f6.png)](https://cta-redirect.hubspot.com/cta/redirect/2633051/fe70d48c-c226-4a99-af4f-0bfca4c557f6) Topics: [Collaboration](https://www.orginc.com/blog/topic/collaboration) [Employee Engagement](https://www.orginc.com/blog/topic/employee-engagement) - 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