How to achieve Employee Engagement 2.0

Taking employee engagement to the next level and embedding sustainability into the business has been a common theme discussed in recent webinars, panels and行业会议。However, while people recognize the challenge, the question of how to implement it remains.

Enter Employee Engagement 2.0.

Employee engagement is one of those wonderfully amorphous concepts whose importance we appreciate before we fully understand what it means. We believe it can drive productivity, inspire and attract employees, increase profitability and make companies a better place to work, as well as better corporate citizens. Yet, while many companies pursue a variety of initiatives, few have reached a tipping point where sustainability gets embedded in corporate culture and daily business operations.

Sustainability gains have been incremental because few individuals beyond a group of dedicated true believers have the knowledge, incentive or tools to integrate sustainability into job functions and everyday decision-making in the organization.

员工参与1.0对2.0

Currently, employee engagement usually focuses on voluntary efforts involving people of like-minded interest, with most activities remaining at the organization’s periphery. A common attitude expressed by mainstream managers and employees: “It’s not part of my day job.” Sustainability efforts get stymied, leaving many leaders frustrated and seeking new approaches. We refer to this current state of practice as Employee Engagement 1.0 with key characteristics summarized in the table below.

员工敬业度2.0, as outlined in the table above, represents the future state of art of sustainability practice. To get there, companies must link sustainability to business strategy, operating processes and work functions, engage mid-management and make it relevant to one’s “day job.” In doing so, employees will be better able to see the possibilities that exist and take actions that contribute to the overall success of the organization, regardless of whether they are true believers.

这secret sauce

秘诀是将可持续性作为一系列业务计划，将其与产品设计，运竞彩足球app怎么下载营，供应链和采购，建筑物和设施，IT，物流和面向客户的团体等功能联系起来。这种一致性是员工敬业度1.0和2.0之间的基本区别。

此过程中有两个关键步骤：首先，让内部管理利益相关者参与有关可持续性与其特定业务的交集的讨论，因此您可以共同设定目标，建立与该小组相关的目标和支持计划；竞彩足球app怎么下载其次，为这些小组中的员工提供正确的培训和专业知识，以便他们能够更好地做出贡献。这样，职能领导者和部门员工都拥有更多的结果“所有权”。

这U.S. Postal Service(USPS) provides an excellent example of such alignment. USPS defines five over-arching sustainability goals in waste reduction, energy conservation, fleet fuel reduction, recycling, water use and consumables spending. It also defines and implements a set of actions and behaviors that address how a variety of operating roles and functions feed into these goals, including plant and maintenance managers, fleet managers, operations, procurement, marketing personnel, postmasters and executives. Each group receives targeted learning and awareness building programs to support these activities. TheOffice of Sustainability team还跟踪和监视进度报告more than $52 million in savings去年 - 这一数字仍在增长，并且主要是由于由员工领导的倡议所引起的。

这nice thing here is that the sustainability organization also can point to financial results and use it as justification for further program investment.

TD银行也提供了极好的case studyof internal stakeholder alignment and engagement. In seeking to balance employee engagement programs with corporate business and environmental objectives, the sustainability team参与内部利益相关者在跨职能计划会议上，以获得全面的计划，目标，角色和职责的获得和双赢，将可持续性参与与业务指标的指标联系起来，例如创收，降低成本，员工满意度和品牌竞彩足球app怎么下载维护。

重要的是，该团队为讨论带来了实施框架，以及他们称为“环境参与的4HS”的模型。头。心。手。霍恩。“这是一个多步互动过程，可帮助指导银行如何随着时间的推移开发和部署资源。在最初的“头”阶段，有超过10,000名员工（占员工人口的40％）采取了绿色承诺，因此该公司认为它已经通过了内部意识和参与度过了一个转折点。

这两个组织都认识到，可持续性成功需要改变管理方法，并应用了适当的管理学科来鼓励学竞彩足球app怎么下载习和知识共享，以及与企业领导者的合作，以促进新的行为并认识到积极的结果。

Getting started

公司可能会变得庞大而复杂，因此起初从哪里开始的问题似乎很艰巨。同样，在产品组中，在采购团队和供应商中，销售，市场营销和其他面向客户的角色，IT和办公室管理，设施和物流，甚至在人力资源和人才领导者中，可能会有许多起点。但是，也有简单而直接的方法，甚至相对较小的集中努力也可以产生实质性的结果。这里还有一些示例。

另一个大竞彩足球app怎么下载型联邦机构内部的可持续发展小组与CIO办公室合作，共同赞助了与技术相关的计划，以降低电子系统的启动。一个计划的目标只是在晚上和周末关闭系统，每年每年每年每位员工80美元。拥有超过20,000名员工，这一倡议代表了160万美元的节省。此外，在CIO支持下，团队正在增加知名度和支持。

另一个例子是Landmark Group of Builders Ltd., a Canadian building company that provided a product team of 90 people with a short online learning program from theSustainability in Practice基于角色的学习库。使用程序中的交互式反馈元素，他们在培训的前三个月中捕获了132个新想法和建议。该公司还继续处理许多其他功能，因为它试图将自己定位为领先的绿色建筑商。

All of these programs have mid-management support and substantial business impact on the core of the organization. They also lower environmental impacts and engage thousands more employees who otherwise might not be engaged.

除此之外，这些公司都在建立围绕创新和文化变化的故事。不仅在捕获新的想法和在员工群体之间进行合作，还可以在加强和经营过程的新内部业务关系中进行改进，从而促进长期增长和文化的变化。

毕竟，那不是真正的终点游戏吗？

School of fish image by Khoroshunova Olga via快门。