How can executives prioritize employee engagement over company profits?

Executives can prioritize employee engagement over company profits by fostering a supportive work culture, listening to employee feedback, offering opportunities for growth and development, recognizing employee contributions, and promoting work-life balance.

Devemos garantir que as comunicações sejam claras, transparentes , consistentes e ágeis . O aprendizado deve ser contínuo fomentado por uma Cultura Organizacional inclusiva , diversificada e positiva . Os feedbacks devem ser constantes com oportunidades para discussão de metas e inovação.

Making employee engagement knowledgeful while infusing an element of fun can be a creative and successful strategy that will ultimately result in business success. Here are some example: - Gamify Learning and Development - Host Interactive Workshops and Activities - Use Multimedia and Visuals - Host Lunch-and-Learn Sessions - Celebrate Learning Milestones This, can lead to higher levels of productivity, innovation, and ultimately, sustainable profitability in the long run.

I have seen organisations that keep talent at the CENTER of their business strategy and drive that point home with the leader’s top down, do not have to force an engagement mission separately to attract and retain talent. When strategists understand that engaged employees will create productive environments and engaged customers, the operational questions of budget, time, “who” all get answered. Engaging employees and talent needs to be at the core of any business plan. And that does not have to be limited to only team bonding events and celebration parties. It has to be immersive experience through an employees life cycle

In my view, we can prioritize employee engagement over company profits by investing in initiatives that foster a positive work culture. This includes promoting open communication, providing opportunities for growth and development, and recognizing employees' contributions. Additionally, creating a supportive work environment where employees feel valued and heard can lead to higher engagement levels. By placing importance on employee well-being and satisfaction, we can ultimately drive long-term success for both employees and the company.

For any organization, prioritizing employee engagement & people development programs can foster a fulfilling and sustainable work environment that will result in benefits for both employees and the company as a whole. However, this transition may take a long time but if planned, designed, and executed in a well-defined manner, it will have a long-lasting impact.  While working on implementing creative ideas for employee wellbeing, one should consider all the factors: 1. Employee involvement & development 2. Promote activities/ideas that help in balancing personal & professional life 3. Promote Diversity & Inclusion  4. Promote Health & Fitness 5. Employee rewards 6. Connect with Family/Kids Involvement 8. Launch Employee's Hobby Club

To prioritize employee engagement over company profits, executives must foster a culture centered on employee well-being and satisfaction.This involves leading by example, investing in training and development, &promoting work-life balance. Open communication channels, recognition of contributions, & empowerment of employees are crucial. Connecting employees to the company's purpose, prioritizing their well-being, & measuring engagement levels are essential steps. Additionally, aligning incentives with engagement goals reinforces the commitment to prioritizing employee satisfaction. Ultimately, by implementing these strategies, executives can cultivate a motivated, productive, & loyal workforce, leading to long-term organizational success.

Provide opportunities for training, learning, and career development. Support employees in acquiring new skills and knowledge that align with their interests and career goals. This investment in their growth shows that the organization values their professional development.

Strive to understand each individual's goals and aspirations, and then collaborate with them to create personalized development plans. This could involve setting up mentorship relationships with experienced colleagues who can offer guidance and support tailored to their specific career objectives

Defined a clear training plan, with needs and fondamental topics. Involve your coworkers really engage to be facilitator to deploy some training. We have to understand that without développement coworkers we are nothing.

When employees feel a sense of purpose and alignment with the company's mission, they are more likely to be engaged and committed. Maintain open and transparent communication channels with employees. This includes sharing information about company performance, goals, challenges, and opportunities. It also involves actively listening to employee feedback and addressing concerns promptly. Empower employees by involving them in decision-making processes, giving them autonomy in their roles, and encouraging a culture of collaboration and innovation. This fosters a sense of ownership and engagement among employees.

Anubhav employees are sometimes going through different kinds of stress in their personal lives. Be it family, be it peer pressure, be it financial stress or emotional challenges. In such times , a bread earner handles multiple level of stress. Such spot recognitions and rewards atleast make those innocent, persistent and hard working people feel that they are good at something and their family can be proud of. This is absolutely true.

Employee engagement is proportionally equal to company profits...if Engagement of employees increases they make a significant impact on company profits increase. Employee Engagement is a key for any organisation's success.

There is an innovative new way employers can reward employee performance with ownership in the company. Not the old school time-based options pool with strike prices and vesting schedules and exercise deadlines, but an immediate Venmo-like equity reward platform tied to specific activities (personal goals, team goals, company goals as well as impromptu thank-you-for-going-the-extra-mile rewards) that employees can see and gives them real skin the game. When employees have ownership, they are more focused on results, perform better, treat customers better, and are loyal longer, all of which drive additional revenue, profit, and growth for the employer.

O desenvolvimento da equipe é outro grande desafio da liderança. Uma equipe bem desenvolvida e na sua melhor performance os seus integrantes trabalham com muita sinergia, cada um contribuindo com seus conhecimentos, competências e habilidades para alcançar os objetivos comuns. O líder fornece feedback constante, valoriza, apoia e desenvolve os talentos individuais de cada integrante. Dessa forma as equipes desenvolvidas tendem a ser mais produtivas, criativas, eficientes, demonstram motivação e engajamento e contribuem para o sucesso do negócio/empresa.

O verdadeiro poder da liderança reside na capacidade de inspirar e engajar os demais pelo exemplo . Líderes admirados não apenas comunicam sua visão, mas também a vivem diariamente, demonstrando integridade e empatia em todas as interações . Eles não apenas delegam tarefas , mas também se envolvem ativamente no trabalho , mostrando habilidades sólidas e um compromisso genuíno com o Time .

Basically, a company is running due to their employees. It is always said that one person can't run a company they need a team to run it and so if the business is growing due to their hardwork, we must think of the employees, listen to their ideas, respect them and specially take care of their mental health by employee engagement activities.

Executives can strategically prioritize employee engagement without sacrificing company profits by embracing a Value-Driven Approach - Rather than solely focusing on the immediate costs of engagement initiatives, take a long-term, value-driven perspective. - Programs like professional development and employee wellness, while requiring upfront investment, can yield significant returns. With increased engagement, retention, and productivity. - This strategic approach recognizes that employee engagement is not a trade-off with company profits. Research shows that highly engaged organizations can see double the return on sales compared to their less engaged competitors.

Including employees in the company’s engagement action plan can be a great way to: 1). Bring transparency to challenges and executive buy-in related to company culture 2). Give employees a voice and opportunity to co-create solutions 3). Drive culture accountability horizontally and laterally throughout the organization

Forcing the choice between employee engagement and profit is a loaded question. Fact based evidence, year after year, show that companies that focus on and elevating the employee experience drives profit. I also prefer experience to engagement… experience is a long term commitment to human well being and business outcomes… traditional engagement surveys are designed to drive short term, unsustainable discretionary effort.

Prioritizing employee engagement does not equate to disregarding company profits. In fact, fostering a culture of engagement can significantly enhance organizational performance and financial outcomes. - Engaged employees are more productive, leading to increased efficiency and output. - High engagement levels correlate with lower turnover rates, reducing recruitment and training costs. - Engaged employees are more likely to contribute innovative ideas, driving business growth and competitiveness. - A reputation as an employer that prioritizes employee engagement attracts top talent and enhances brand value.

- Employee engagement and company profits can co-exist; rather directly influence one another. - Walk the talk; lead by example - aim to inspire your employees. They will then themselves strive to improve the work and the workplace. - Have a thoughtful plan to keep your employees informed - with the right information, by the right stakeholders, at the right time.

They can’t. They won’t. They shouldn’t. Connect the dots between employee experience and business outcomes. Make investments in people that drive profitability. Otherwise, you won’t have enough money to keep people employed.

This should not be about priorities: this should be about balance. Executives and employees share an interest in a company that is viable in the long term. It’s profits ánd engagement. Any company that prioritizes one over the other will run into issues: if you don’t return profits, the company goes under. If you don’t engage with employees, you have a revolving door which isn’t good for your customers. Trying to balance the various needs of your stakeholders is a win for all involved.