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Engagement: the “pulse” of your collaborators’ welfare

colaboradores

When you make your analysis as a leader, you recap your actions and many times you realize you have done it all: meetings, recreational activities, customized feedback. However, you realize that despite everything some people of your team do not achieve the expected performance.

This is most probably due to the Engagement degree, this is, the emotional or rational commitment of your collaborators to their jobs or to a company member, which impacts in their dedication to duties and their desire to remain there.

Engagement is different to satisfaction, and this is one of the misleading cornerstones regarding the meaning of the Anglo-Saxon term. While satisfaction refers to the set of conditions a person values of a job, like salary or profits, their presence does not imply that the collaborator feels committed to his or her job.

So, how is Engagement achieved? To understand this we should think this concept in the framework of the generation Y. The commitment of the youngest is built through the plenitude and welfare they achieve in their jobs.

This welfare is not referred to material aspects –as for previous generations-, but to the emotional aspect.

Something more is needed for people to feel committed: that they enjoy what they do. Mihaly Csikzentmihalyi’s Flow theory tells us about the origin of this feeling of plenitude and pleasure, helping us to understand more about the concept of Engagement.

The Flow is a state of deep concentration which takes place when doing an activity that produces pleasure and enjoyment. The author describes the sensation and its process after the observation of high performance athletes climbing a mountain and performing dancers, among others.

How is the Flow state produced?

The author explains that 4 requirements shall be complied:

The person must count clear goals which demand clear answers

The answers require intense concentration and commitment

There has to exist an equilibrium between the challenge and the capacity

There has to exist an immediate recognition after the challenging task has been accomplished

To sum up, this is a new way of thinking about a job, stating it in terms of challenges in equilibrium with a person’s capacities (this is a focus). In this way, the job is linked to the personal development, as a challenge and as a new experience.

From this point of view, how many challenges faces the customer support? Without any doubt, many, and, returning to the beginning, one of our tasks is to help those who carry out this work to discover those challenges and to build on that experience in their lives, which is plentiful of engagement.

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Manual for Strategic Management Contat Center

Written by Elsa Basile. Learning Goals, Issues Debates, Case Studies on Human Capital, Technology, Operations and Management