Levels of Employee Engagement

 

Figure 1

 Source: https://link.springer.com/article/10.1007/s40547-013-0006-4

Introduction:

In today's fast-paced business world, the concept of employee engagement has gained significant attention. Employee engagement can be defined as the emotional commitment an employee has towards their job, organization, and its goals. It has been established that higher levels of employee engagement result in greater organisational performance and productivity (Kahn, 1990). This blog post will discuss the levels of employee engagement in the mobile telecom sector.

Building Engagement in Mobile Telcom Sector:

Figure 2 

Source: http://www.servicebrandglobal.com/building-better-employee-engagement/

The mobile telecom sector is a highly competitive and rapidly changing industry. In this industry, it is essential to have a highly engaged workforce to maintain a competitive edge. The level of employee engagement in the mobile telecom sector varies depending on several factors, including the nature of work, the company culture, and leadership style.

Building engagement means participating in its four essential components which is enablement, energy, empowerment, and encouragement. If you want to create a workplace of truly engaged employees, each of these four elements must be alive and thriving in your organisation (Mosley, E. and Irvine, D., 2020). These human workplace practices ultimately contribute to a positive employee experience and, as the research shows, potentially enhance financial performance.

Enablement:

Enablement means helping people to do their jobs, providing the means to accomplish work, and also getting rid of barriers. For example, approving the purchase of a second monitor for a workstation or changing a work schedule so someone with an aging parent can spend every Friday tending to the parent’s needs.

Energy:

Energy might seem an individual quality (as in, “He’s so energetic!”), but it’s always responsive to the context at work. Energy, like so many other human qualities, is an interaction among several factors. Unlike machines, human beings require four separate sources of energy to operate.

• Physical energy - the quantity of energy available to a person
• Emotional energy - a qualitative state that we can imagine on a scale from negative to positive
• Mental energy - the ability to focus on one thing at a time
• Spiritual energy - derived from the belief that what we’re doing really matters

Empowerment:

Empowerment nurtures and sustains engagement over the long run. Empowerment transfers the power to achieve results from the manager to the employee. It is the foundation of accountability. When people can really make decisions and take action without asking permission every time, they own the results, and they can deliver on commitments.

Encouragement:

Encouragement can mean a simple word of support. It can be given in an unexpected recognition of a job well done or a gesture of gratitude. Sometimes people downplay the impact encouragement can make, especially in bureaucratic settings. They think it’s only needed in an urgent or stressful situation. But if you make encouragement a habit, it builds a foundation of confidence and resilience that will support employees all the time. It literally means “giving courage” to employees, which is another way of empowering them.

Conducted Studies:

A study conducted by Uddin and Akther, (2016) on the level of employee engagement in the mobile telecom sector in Bangladesh found that overall employee engagement was moderate. The study revealed that employees were moderately satisfied with their jobs, had a moderate level of attachment towards the organisation, and had a moderate level of intention to stay with the organisation. The study also found that employee engagement was positively correlated with job satisfaction and organisational commitment.

Another study conducted by Ramli et al. (2018) on the level of employee engagement in the mobile telecom sector in Malaysia found that the level of employee engagement was high. The study revealed that employees had a high level of job satisfaction, organisational commitment, and job involvement. The study also found that leadership style, work-life balance, and organisational culture were the key determinants of employee engagement in the mobile telecom sector in Malaysia.

Challenges of Employee Engagement in the Mobile Telecom Sector:

Employee engagement is a critical factor for the success of any organisation, including the mobile telecommunications sector. Shown below are some common levels of employee engagement that can be observed in the mobile telecom sector.

Figure 3

Source: https://www.mindsetmanage.com/way-of-work/engagement

Fully Engaged Employees:

These employees are highly committed to their work and the organisation. They take ownership of their work and consistently exceed expectations. They are motivated, and innovative, and contribute significantly to the success of the organisation.

Partially Engaged Employees:

These employees are satisfied with their work and the organisation but may lack the drive or motivation to go above and beyond. They may perform their duties as expected but may not be as innovative or proactive in their work.

Disengaged Employees:

These employees are not committed to their work or the organisation. They may have a negative attitude towards their job or the company, which can affect their productivity and overall performance.

Actively Disengaged Employees:

These employees are not only disengaged but also have a negative impact on the organisation. They may spread negativity among their colleagues, disrupt team dynamics, and affect the overall work environment.

Other Challenges in Mobile Telecom Sector:

Despite the importance of employee engagement, there are several challenges in maintaining a highly engaged workforce in the mobile telecom sector. One of the significant challenges is the rapidly changing technological landscape, which requires employees to continuously upgrade their skills and knowledge. This can result in employee burnout and reduced engagement levels.

Another challenge is the high level of competition in the mobile telecom sector, which can result in high levels of stress and pressure on employees. This can result in reduced engagement levels and higher turnover rates. To overcome these challenges, mobile telecom companies need to invest in employee training and development, promote a positive work-life balance, and create a supportive organizational culture that values employee well-being.

Conclusion:

In conclusion, the level of employee engagement in the mobile telecom sector varies depending on several factors, including the nature of work, company culture, and leadership style. While some studies have found that the level of employee engagement is high, others have found it to be moderate. The challenges of maintaining a highly engaged workforce in the mobile telecom sector include the rapidly changing technological landscape and high levels of competition. To overcome these challenges, mobile telecom companies need to invest in employee training and development, promote work-life balance, and create a supportive organisational culture.

It is essential for organisations in the mobile telecom sector to identify the levels of employee engagement and take steps to increase employee engagement levels. This can include providing opportunities for career growth, recognition, and rewards programs, regular employee feedback, and creating a positive work culture.

Reference List:

 Kahn, W.A., 1990. Psychological conditions of personal engagement and disengagement at work. [online] Academy of management journal, 33(4), pp.692-724. Available from: https://journals.aom.org/doi/abs/10.5465/256287 [Accessed 18 April 2023].

Mosley, E. and Irvine, D., (2020)  The 4 Elements of Employee Engagement You Should Not Overlook [online] Talent Management & HR Available from: https://www.tlnt.com/the-4-elements-of-employee-engagement-you-should-not-overlook/#:~:text=Building%20engagement%20means%20participating%20in,and%20thriving%20in%20your%20organization. [Accessed 18 April 2023].

 

Ramli, A., Yahya, S., Razak, N. A., & Ali, J. (2018). Employee Engagement in the Malaysian Mobile Telecommunication Sector: The Determinants and Outcomes. [online] International Journal of Business and Society, 19(S1), 187-198. Available from: https://www.ijbs.unimas.my/images/repository/pdf/Vol19-S1-paper15.pdf [Accessed 18 April 2023].

 

Uddin, M.K., Akther, S., (2016), Employee Engagement: An Empirical Study on Telecom Industry in Bangladesh, [online] Human Resource Management Research, Vol. 6 No. 1, 2016, pp. 15-22. Available from: http://article.sapub.org/10.5923.j.hrmr.20160601.03.html [Accessed 18 April 2023].

 

The Future of Employee Engagement: Supporting the Whole Worker

 

Figure 1

Source: https://blog.gaggleamp.com/future-of-employee-engagement

Introduction:

In today's fast-paced and ever-changing business landscape, employee engagement has become a critical factor in the success of any organisation. Employee engagement is defined as the extent to which employees are committed to their work, the organisation they work for, and the level of effort they put into their jobs (Bakker & Demerouti, 2008). Employee engagement is even more important in the mobile telecom sector, where technological innovation and competition are constant. However, organisations' approach to employee engagement is changing from focusing solely on job satisfaction to looking at supporting the whole worker, both in and outside the workplace.

The Approach of the Mobile Telecommunications Sector:

Mobile telecom companies are at the forefront of this shift, as they recognise that employee engagement is directly linked to customer satisfaction and business success. In order to remain competitive in the market, mobile telecom companies must prioritize the well-being of their employees, both on and off the job. This means supporting employees in their personal lives, as well as in their professional lives.

Technology Approach:

Figure 2

Source: https://www.mycirclecare.com/corporate-wellness-app/

One approach that mobile telecom companies are taking to support the whole worker is through the use of technology. Mobile telecom companies are developing and implementing mobile apps that provide employees with access to resources such as health and wellness programs, financial planning tools, and mental health support (Deloitte, 2017). For example, Vodafone has developed an app called "Wellbeing Coach" which provides employees with personalized health and wellness advice based on their activity levels and other lifestyle factors. This app has been successful in increasing employee engagement and improving overall well-being.

Flexible Work Hours:

Figure 3

Source: https://blog.vantagecircle.com/flexible-working-hours/

Another way mobile telecom companies are supporting the whole worker is by providing flexible work arrangements. This includes offering remote work options, flexible hours, and job sharing. By allowing employees to have more control over their work schedules, mobile telecom companies are empowering them to balance their work and personal lives more effectively. This can lead to increased job satisfaction, better work-life balance, and ultimately, higher employee engagement (Bockerman & Ilmakunnas, 2012).

Employee engagement has evolved considerably over the last decade. From remote work privileges to flexible hours, many of the benefits that were once viewed as perks are now an expectation for the working world. In fact, 77 percent of workers today expect companies to offer the option to work outside of the office. Even free snacks, once seen as either lively or a “nice-to-have,” are becoming a requirement. According to the Society for Human Resource Management (SHRM) opens a new window, the percentage of U.S. companies offering free snacks rose from 20 percent in 2016 to 32 percent in 2018 Campbell, I. (2021). These benefits are more than just attractive “nice-to-haves” to tout on a company’s website—they are proven to have a direct return on investment (ROI) on employee engagement and business leaders across industries have embraced them as a way to attract and retain talent.

Empowering Workers:

Figure 4

Source: https://www.achievers.com/blog/employee-empowerment/

Fulfillment in the workplace looks different for every employee, largely depending on where that employee is in their career development. However, according to Campbell (2021) a founder and CEO, identified two simple principles that are intrinsically tied to employee growth and satisfaction which are control and recognition.

Workers are less likely to suffer stress and ultimately burnout if they have a degree of control over their environment. Within the constraints of company objectives, giving workers the autonomy to choose which projects they work on and latitude in the way they complete those projects increases the likelihood they will feel passionate about and invested in what they are doing.

Recognition:

Figure 5

Source: https://www.businesstopia.net/human-resource/employee-recognition-meaning-types-examples-importance

If employees aren’t recognised for their hard work, then employee stamina and focus will inevitably run dry. Recognising an employee, especially when their accomplishment is exceptional or clever, is likely to generate mutual support from the rest of the team. But it must be genuine. Insincere compliments run the risk of damaging a worker’s drive, and employees can always tell the difference.

While these principles may not exhibit the same “wow factor” as free office perks, they can go a long way to reduce turnover and boost morale. Looking ahead, companies that go back to basics and embrace the tried and tested principles of autonomy and recognition will witness greater levels of employee engagement.

Figure 6

Source: https://www.pelsue.com/workplace-safety-for-telecommunications-industry/

Mobile telecom companies shall focus on creating a positive work environment that fosters collaboration, innovation, and creativity. This includes investing in employee training and development programs, providing opportunities for employees to contribute to decision-making processes, and promoting a culture of open communication and feedback. By creating a positive work environment, mobile telecom companies shall foster a sense of community and engagement among employees.

Conclusion:

The future of employee engagement in the mobile telecom sector is focused on supporting the whole worker, both in and outside of the workplace. Mobile telecom companies are recognizing the importance of employee well-being and are implementing strategies to support their employees in their personal and professional lives. By using technology, providing flexible work arrangements, and fostering a positive work environment, mobile telecom companies are setting themselves up for success in a highly competitive market.

Reference List:

Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career Development International, 13(3), 209-223. https://doi.org/10.1108/13620430810870476

 

Bockerman, P., & Ilmakunnas, P. (2012). The job satisfaction-productivity nexus: A study using matched survey and register data. Industrial and Labor Relations Review, 65(2), 244-262. https://doi.org/10.1177/001979391206500203

Campbell, I. (2021). The Future of Employee Engagement: Supporting the Whole Worker Spiceworks [online] Available from: https://www.spiceworks.com/hr/engagement-retention/guest-article/the-future-of-employee-engagement/ [Accessed 12 April 2023].

Deloitte. (2017). Global human capital trends 2017: Rewriting the rules for the digital age. Retrieved from https://www2.deloitte.com/cn/en/pages/human-capital/articles/global-human-capital-trends-2017.html

How Different Leadership Styles Affect Employee Engagement

 

Figure 1

Source from: https://www.labmanager.com/news/an-engaging-leadership-style-may-boost-employee-engagement-28378

Introduction:

Leadership is a critical aspect of any organisation that can impact employee performance and productivity. A good leader is one who can inspire and motivate employees to achieve the company's goals while fostering a positive work environment. One way leaders can create an engaged workforce is through the use of different leadership styles. In this blog, we will explore the various leadership styles and their impact on employee engagement. According to the social exchange theory, when leaders are sensitive to and respond to changes in employees' needs, employees will work more actively to repay their leaders. As a result, subordinates who are cared about by charismatic leaders are more likely to increase their engagement.

Importance of Leadership Styles in the Engagement of Employees:

The competition among mobile telecommunications companies largely depends on the degree of employee engagement. The degree of improving employee engagement, and the way of mobilising enthusiasm among employees is not only a theoretical topic that has been discussed and studied by academic circles, but also a practical problem faced by business leaders. A large number of empirical studies have consistently found that higher work involvement has a positive impact on individual work (Wang, Z., Chen, L. and Li, X. 2015), which is positively correlated with employees job performance, organisational behavior, and job satisfaction.

Task structure has an important impact on the effectiveness of leadership behavior, which is a key situational factor affecting the effectiveness of leadership in any organisation. It will inevitably affect the relationship between the leader’s behavior and the behavior of the corresponding subordinates.  A comparative study on the influence of the engagement of charismatic leadership, and authoritarian leadership, reveals that there are similarities and differences between these two kinds of style of leadership role, then adds the task structure of the situational variables, explore the task structure of relations between the two types of leadership and subordinate behavior, the influence of rich leadership contingency theory on the one hand, on the other hand, can provide the basis for leadership selection in the organisation. From the perspective of contingency management, when the level of task structuring is at what level, the organisation should adopt which leadership style is appropriate, and thus improve the effectiveness of leadership, which is essential to improve the competitive advantage of the Company.

Charismatic Leadership Style:

Charismatic leaders are summarized into five dimensions, including role simulation, image building, goal clarification, expression of high expectation and confidence, and motivational behavior (House, R.J. 1977). Bass thinks, charismatic leaders can inspire followers, followers worship, identity, inspire followers to achieve the desired goal, and will be charismatic leadership behavior is good impression management, and values associated with work, depicting attractive vision, role model, expressive behavior, and eloquent kinds of behavior (Bass, B.M. 1985). Charismatic leaders’ vision of motivation and care for their members can greatly infect employees and fully stimulate their engagement. Charismatic leaders are good at observing the opportunities for change, establishing an attractive organizational vision, and building the hope and confidence of subordinates for the future, so as to enhance the motivation of employees (Howell, J.M. and Shamir, B. 1999). This is very similar to transformational leadership.

Figure 2

Source from: https://www.istockphoto.com/photos/maslow-hierarchy

According to Maslow’s hierarchy of needs theory, charismatic leaders’ vision stimulation and care for members can greatly meet subordinates’ needs for respect and self-realisation, make subordinates willing to believe and obey the leader and make efforts to realise the vision proposed by the leader, and voluntarily increase their engagement in work.

Autocratic Leadership Style:

Autocratic leadership is a style in which leader makes decisions on their own without seeking input from their team. This leadership style can lead to high levels of control and efficiency. However, it can also lead to low employee engagement and motivation (Goleman, 2000). When employees are not given the opportunity to participate in decision-making, they may feel undervalued and disengaged.

There are two main styles of leadership in Chinese companies. One is the authoritarian leadership style which emphasises the personal authority and control of the leader. The other is the charismatic leadership style that influences the subordinates’ attitude and behavior by describing the inspiring vision and actively meeting their needs (Yao, C. and Liu, Y. 2013).

However, authoritarian leaders emphasise that the authority of leaders should not be challenged, and rely on the deterrence of their position of power to make subordinates obey and obey. Although this makes subordinates obey and submit to the leadership to a certain extent, in the long run, the psychological pressure and insecurity brought by authoritarian leadership will lead subordinates to resist the leadership's authority, thus leading to their reduced engagement.

Transformational Leadership Style:

Transformational leadership is a style in which the leader inspires and motivates their employees to achieve their full potential. This leadership style fosters a positive work environment by encouraging open communication, trust, and collaboration (Bass & Riggio, 2006). Transformational leaders are often seen as role models and can inspire their employees to perform at their best.

Servant Leadership Style:

Servant leadership is a style in which the leader focuses on the needs of their employees and empowers them to succeed. This leadership style can foster a sense of community and encourage employees to take ownership of their work (Greenleaf, 1970). When employees feel valued and supported, they are more likely to be engaged and committed to the organization.

Laissez-Faire Leadership Style:

Laissez-Faire leadership is a style in which the leader provides minimal direction and allows employees to make their own decisions. This leadership style can be effective in creative fields where employees need to be self-directed and autonomous (Bass & Riggio, 2006). However, in other industries, it can lead to confusion and lack of accountability, resulting in low employee engagement.

Figure 3

Source from: https://www.semanticscholar.org/paper/Analysing-the-impact-of-leadership-styles-and-on-of-Claassen/a76084d805b646d692661b8c4d9d128426990e50

Conclusion:

In conclusion, the leadership style employed in an organization can significantly impact employee engagement. Different leadership styles can be effective in different contexts, but transformational and servant leadership styles are generally seen as the most effective in fostering employee engagement. By adopting these styles, leaders can create a positive work environment that encourages collaboration, open communication, and employee empowerment.

According to the social exchange theory, when leaders are sensitive to and respond to changes in employees’ needs, employees will work more actively to repay their leaders. As a result, subordinates who are cared about by charismatic leaders are more likely to increase their engagement.

Therefore, based on the above analysis, charismatic leadership predicts engagement better than authoritarian leadership with the below assumptions.

• The task structure moderates the relationship between authoritarian leadership and employee engagement.
• The task structure moderates the relationship between charismatic leadership and employee engagement.

Therefore, according to the above, the theoretical model of this study is proposed, as shown in Figure 4. From the perspective of employees themselves, the relationship between charismatic leadership, authoritarian leadership, and employee engagement and the moderating effect of task structure were studied.

Figure 4

 Theoretical model

Source from: https://www.youtube.com/watch?v=nuhQ4ZR7WNM

Reference List:

Bass, B.M. (1985) Leadership and Performance beyond Expectations. Free Press, New York.

Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. [online]  Available from: https://www.taylorfrancis.com/books/mono/10.4324/9781410617095/transformational-leadership-bernard-bass-ronald-riggio [Accessed 16 April 2023].

Goleman, D. (2000). Leadership that gets results. [online] Harvard Business Review, 78(2), 78-90. Available from: https://hbr.org/2000/03/leadership-that-gets-results [Accessed 16 April 2023].

Greenleaf, R. K. (1970). The servant as leader. [online] Robert K. Greenleaf Center. Available from: https://www.greenleaf.org/what-is-servant-leadership/ [Accessed 16 April 2023].

House, R.J. (1977) A 1976 Theory of Charismatic Leadership. [online] The Cutting Edge, Southern Illinois University Press, Carbondale, IL, 189-207. Available from: https://www.mendeley.com/catalogue/1976-theory-charismatic-leadership-working-paper-series-7606/ [Accessed 16 April 2023].

Howell, J.M. and Shamir, B. (1999) Organizational and Contextual Influences on the Emergence and Effectiveness of Charismatic Leadership. [online] The Leadership Quarterly, 10, 257-283. Available from: https://doi.org/10.1016/S1048-9843(99)00014-4 [Accessed 16 April 2023].

Wang, Z., Chen, L. and Li, X. (2015) Transformational Leadership and Work Engagement: An Affect Perspective. Management Review, 9, 120-129.

Yao, C. and Liu, Y. (2013) Charismatic Leadership and Subordinates’ Work Engagement: The Mediation Mechanism of Identification’ Two-Dimension Construct. [online] Journal of Psychological Science, 36, 942-948. Available from: https://www.psysci.org/CN/Y2013/V36/I4/942 [Accessed 16 April 2023].

Zhao, R. and Sheng, Y. (2019) The Effect of Leadership Style on Employee Engagement: The Moderating Role of Task Structure. [online] Open Journal of Social Sciences, 7, 404-420.  Available from:. https://www.scirp.org/journal/paperinformation.aspx?paperid=94014 [Accessed 16 April 2023].

How to Increase Employee Engagement through Modern ITSM

 

Figure 1

Source: https://www.vectorstock.com/royalty-free-vector/

Introduction:

Employee engagement is on the rise. With the low unemployment rate fueling a candidate-driven job market, Telecommunications sector companies must ensure that their organisation is focused on making employees feel heard and valued.

To keep engagement climbing and communication processes streamlined, organisations should take a more in-depth look into the daily encountered technological discomfort points of employees. Productivity flourishes when IT issues are addressed quickly and efficiently, and when employees experience quick IT issue resolution, they feel heard and supported. Here are some ways that IT leaders can prioritise solutions that help employee needs (Cox, M. 2021).

 Employee engagement is crucial for organisations looking to increase productivity, profitability, and retention rates. Research shows that employees who are engaged, are more likely to be productive and loyal to their company. However, traditional approaches to employee engagement are no longer enough to keep employees motivated and satisfied. To address this issue, organisations are turning to modern ITSM solutions that provide employees a more engaging and personalised experience for employees.

Operational efficiency impacts the bottom line of every organization. When employees are faced with IT issues, the most common way to a resolution is to march into the IT office and find help. Most businesses do not have the proper systems in place to make this experience efficient for the employee or the IT department. Legacy solutions only create costly friction that slows the employee experience when the employee should be spending time on high-value business priorities that enable you to gain an edge over your competition.

What is ITSM:

Figure 2

Source: https://technology.berkeley.edu/ITSM

Information Technology Service Management (ITSM) is a framework that organisations use to manage IT services and processes. ITSM includes processes such as incident management, change management, problem management, and service request management. ITSM solutions provide a structured approach to managing IT services and help organisations improve their IT operations (Cox, M. 2021).

Streamline Outdated Processes with ITSM:

An infrastructure of support begins with a strong ITSM. In practice, modern workplace technology, like request processes, supports high levels of employee engagement. Leaders must locate wherein the process employees experience additional discomfort points, and then work to find sustainable and scalable solutions (Cox, M. 2021).

How can ITSM increase employee engagement?

Employees will gain real-time visibility into the status of requests or tasks. With ITSM, organisations stay focused on centralising and formalising workflows and creating user-friendly employee experiences that move their business priorities forward.

Self-service portals:

Self-service portals allow employees to access IT services and resources without having to go through the IT department. With self-service portals, employees can submit requests, track progress, and get updates on their requests. This reduces the workload on IT staff and allows them to focus on more complex issues.

Self-service portals also provide employees with a more convenient and personalized experience. They can access the services they need quickly and easily, without having to wait for IT to respond. This increases employee satisfaction and engagement.

Service Request Status:

Regardless of how critical the issue may be, employees feel a sense of urgency when submitting service requests and want reassurance that technicians are aware of their problems. Modern IT systems support a communication infrastructure between ticket submission and resolution. Then, during these wait periods, employees aren’t worrying about their IT problem or trying to fix it themselves, allowing them to be productive even before the solution arrives.

For example, with an employee service portal, service providers can better engage employees from submission to solution. Modern systems offer proactive and transparent status updates, setting clear expectations for employees upfront for how long their service request or ticket will take to complete. In addition to service level agreements, the system allows employees to track the progress of the application in real-time, similar to tracking a package in the mail. With visibility into their request’s status and alerts surrounding its completion, employees feel confident that their issue is being handled promptly (Cox, M. 2021).

Single Platform Solutions:

Employee requests can be spread across not only different support teams but also their various portals, along with inboxes and phone calls. This immediately leads to confusion around whom to contact, with frustration and broken communication between teams. Phone lines are busy, email inboxes fill up, and information can get lost in the shuffle. IT leaders can help the organisation solve these different processes by encouraging the use of a single service platform optimised to handle a wide variety of requests. Research shows that organisations that apply service management best practices across the company see an increase in both employee satisfaction and employee productivity (Cox, M. 2021).

A single platform increases ease of use, but it encourages collaboration and communication enterprise-wide. Free from red tape surrounding different departments, solutions are streamlined across the company. A streamlined IT communication infrastructure assures employees that leadership is equipped to address and support their needs, regardless of what department the requirement comes from (Cox, M. 2021).

Automated Low-Level Solutions:

Automation is a key feature of modern ITSM solutions. Automation can help organizations reduce manual tasks, speed up processes, and improve service delivery. Automation can also help organizations provide faster responses to employee requests.

Common discomfort points are often low-level, non-critical issues, like resetting passwords, retrieving documents, and managing access. Adding chatbots into internal service offerings can help ensure that these everyday non-complex issues are solved quickly and efficiently.

A chatbot is an AI-powered natural language software that has the power to engage and communicate with employees, responding to queries instantly with a suggested solution or a few clarifying questions. Chatbots can either directly provide a text solution or point the requester to a knowledge base of answers. These knowledge libraries can be a valuable first step to encourage self-service and potentially prevent specific requests or tickets from even being submitted.

This technology is an incredible asset for service delivery teams, as it frees up technicians to focus on more critical tasks and more significant picture projects. It also facilitates a more efficient and effective service experience for employees so that they can get the support and resources they need, quickly, to get back to their jobs (Cox, M. 2021).

For example, organizations can use automation to route requests to the right department, assign tasks to the appropriate person, and escalate issues to the right level of support. Automation can help reduce the time it takes to resolve issues, which improves employee satisfaction and engagement.

 Clear Communication Creates Engaged Employees:

Clear communication around support issues, builds both loyalty and productivity. Leaders who struggle with retention and engagement should consider upgrading their service management strategy to include a modern, AI-powered system. Once everyday discomfort points are solved, the employee experience improves. When more significant issues do escalate, they can be readily addressed and alleviated, leading to happier employees and lower turnover (Cox, M. 2021).

Collaboration:

Collaboration is essential for organizations looking to improve employee engagement. Modern ITSM solutions provide collaboration tools that allow employees to work together on projects and share information. Collaboration tools can help employees work more efficiently, reduce communication barriers, and increase engagement.

For example, organizations can use collaboration tools to create project teams, share documents, and hold virtual meetings. Collaboration tools can help employees stay connected, even if they are working remotely.

Analytics:

Analytics is a critical component of modern ITSM solutions. Analytics can help organizations understand employee behavior and preferences, which can help them tailor services and support to meet their needs. Analytics can also help organizations identify trends and patterns in employee requests, which can help them improve service delivery.

For example, organizations can use analytics to identify the most common types of requests, the time it takes to resolve issues, and the satisfaction levels of employees. This information can help organizations make data-driven decisions and improve employee engagement.

Source: https://youtu.be/RLimA5eqvoA

Conclusion:

Modern ITSM solutions can play a significant role in increasing employee engagement. Self-service portals, automation, collaboration, and analytics are just a few of the ways that ITSM can help organizations provide a more engaging and personalized experience for employees. By adopting modern ITSM solutions, organizations can improve productivity, profitability, and employee retention rates.

Reference List:

Cox, M. (2021) How to Increase Employee Engagement through Modern ITSM

Updated December 16 2021 Spiceworks [online] Available from:  https://www.spiceworks.com/hr/engagement-retention/articles/how-to-increase-employee-engagement-through-modern-itsm/ [Accessed 12 April 2023].

Measuring and Understanding Employee Engagement

 

Figure 1

Source:  https://www.linkedin.com/pulse/how-employee-engagement-measured-dipali-g-/

Introduction:

The criticality of employee engagement for the success of the mobile sector organization was discussed in a previous post on this blog site. Employee engagement can have a significant impact on employee productivity, satisfaction, and retention (Saks, 2006). Measuring and understanding employee engagement is essential for organisations operating in this industry to identify areas for improvement and develop strategies to enhance employee engagement levels. In this blog post, we will discuss the importance of measuring and understanding employee engagement in the mobile telecommunications sector and explore some of the most effective methods for achieving this understanding.

Literature Review:

Measuring employee engagement is done in two parts. First, the data is collected through various channels. Then, this data is analyzed against key metrics that quantify the engagement levels of the organization as a whole (Garad, D, 2019).

The following tools and methodologies can be used to measure employee engagement,

Pulse Surveys:

Experts now recommend dropping annual surveys and administering pulse surveys instead. Pulse surveys offer insights frequently into the state of engagement in an organisation. This means there need to be fewer instances of overhauling employee engagement strategy and more instances of merely fine-tuning it. However, frequent surveys can cause feedback fatigue if employees have to take time out often to answer them. To prevent this fatigue, pulse surveys are being used through Artificial Intelligence (AI) powered chatbots effectively.

One-on-one meetings monthly:

AI technology cannot replace the human touch of one-on-one meetings. Employees feel heard when they are allowed to have a real conversation to express their thoughts. Anonymous feedback can help voice the larger issues. For more specific, personal issues, one-on-one meetings are a great way for managers to identify the general mood of employees.

Stay/Exit Interviews:

It is difficult to get employees to stay in a company, however conducting an exit interview can give HR teams a valuable collection of information. This information can then be used to enhance the engagement levels of existing employees. These interviews often reveal how important it is to continuously engage with employees to prevent such instances, starting from the onboarding process and setting the tone in that crucial first 90-day period to define a culture that even new employees can feel engaged in.

Importance of Measuring Employee Engagement in the Mobile Telecommunications Sector:

Employee engagement is a complex and multidimensional concept that involves a range of psychological, behavioral, and emotional factors that affect an employee's level of commitment and involvement in the engagement of work (Saks, 2006). Mobile telecommunications companies are increasingly dependent on their employees' skills, knowledge, and expertise to remain competitive. Measuring employee engagement can provide valuable insights into how well employees are performing, how satisfied they are with their work, and how likely they are to remain with the company.

Understanding employee engagement is especially critical in the mobile telecommunications sector, where high levels of employee turnover can be costly and disruptive to operations. By identifying factors that contribute to low employee engagement levels, companies can develop strategies to improve employee retention, reduce turnover, and enhance overall organisational performance (Saks, 2006).

Measuring Employee Engagement in the Mobile Telecommunications Sector:

Figure 2

Source: https://www.istockphoto.com/photos/employee-engagement-survey

Measuring employee engagement is a complex process that involves a range of quantitative and qualitative methods. Some of the most effective methods for measuring employee engagement in the mobile telecommunications sector include the following,

 Employee Engagement Surveys:

Employee engagement surveys are one of the most commonly used methods for measuring employee engagement in the mobile telecommunications sector. These surveys typically include a range of questions designed to assess employee attitudes and perceptions about their work, their colleagues, and the organisation as a whole. Surveys can be conducted online, by phone, or in person, and can be tailored to the specific needs and objectives of the organisation.

Focus Groups:

Focus groups are another effective method for measuring employee engagement in the mobile telecommunications sector. These groups typically consist of a small number of employees who are asked to discuss their experiences, opinions, and perceptions about their work and the organisation. Focus groups can provide valuable insights into employee attitudes and behaviors, and can help identify areas for improvement and development.

 Performance Metrics:

Performance metrics, such as productivity levels, customer satisfaction ratings, and employee turnover rates, can also be used to measure employee engagement in the mobile telecommunications sector (Saks, 2006). By tracking these metrics over time, companies can identify trends and patterns that may indicate low levels of employee engagement and take steps to address these issues.

All the above surveys can be conducted by gender, and age group; by length of service group, staff type, grade or level; by type of employment contract; by working pattern; by managerial or operational roles. If the same engagement measure has been used over several years, analysis of trends over time also becomes possible, which enables the organisation to track changes in engagement levels, both overall and by employee group.

 Conclusion:

Measuring and understanding employee engagement is critical for organisations operating in the mobile telecommunications sector. By using a range of quantitative and qualitative methods, companies can gain valuable insights into employee attitudes and behaviors, identify areas for improvement, and develop strategies to enhance overall organisational performance. Although caution is required when deciding, designing, presenting, and interpreting engagement questionnaire scales, they do hold significant value. A measure that represents the extent to which employees are engaged can be a major contributor towards understanding overall organisational performance, providing it is properly understood and used consistently.

As the mobile telecommunications sector continues to evolve and grow, companies that prioritise employee engagement are likely to emerge as leaders in the industry.

Reference List:

Garad, D. (2019). How is Employee Engagement Measured? [online] Available from: https://www.linkedin.com/pulse/how-employee-engagement-measured-dipali-g-/ [Accessed 12 April 2023].

 

Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7) 600-619. [online] Available from: https://doi.org/10.1108/02683940610690169 [Accessed 12 April 2023].

Training and Development for Employee Engagement

 

 

 

Figure 1

Source: https://acornlms.com/enterprise-learning-management/knowledge-in-the-workplace

Introduction:

The mobile telecommunications sector has become one of the most dynamic and competitive industries in recent times. As a result, businesses operating in this sector have had to find innovative ways to stay ahead of the competition, including investing in the training and development of their employees. This blog post will explore the importance of training and development in the mobile telecommunications sector and how it can enhance employee engagement.

Importance of Training and Development of Employees in the Mobile Telecommunications Sector:

Employee development is a crucial factor in fostering engagement, as it shows employees that their employer values their growth and career progression. Providing opportunities for employees to learn and develop new skills can lead to increased job satisfaction and motivation, as employees feel challenged and fulfilled in their roles. In addition, employee development can lead to improved performance and productivity. By investing in the training and development of their employees, companies can ensure that their workforce has the skills and knowledge necessary to deliver high-quality services and products. This can result in increased customer satisfaction, loyalty, and ultimately, revenue.

According to a report by Deloitte, companies that prioritize employee development are four times more likely to have employees who feel engaged and empowered, and six times more likely to have employees who are innovative and committed to their work (Deloitte, 2019). This highlights the importance of employee development not only for engagement but also for innovation and commitment.

Training and development can also help to foster a culture of learning within the organisation, where employees are encouraged to continuously develop their skills and knowledge. This can lead to higher levels of employee engagement, as employees feel valued and supported by their employer. Furthermore, a culture of learning can help to attract and retain talented employees, as they are more likely to stay with a company that invests in their personal and professional development (Bersin, 2018).

How can Training and Development Enhance Employee Engagement in the Mobile Telecommunications Sector?

Engaged employees possessing the required knowledge, skills, and proficiency is crucial for the growth of the organisation (Alsalamah, and Callinan, (2021).  Training and development act as a major factor for enhancing engagement and commitment usually beginning with the orientation process for new hires.

Tips for Implementing an Effective Employee Development Program:

To implement an effective employee development program, companies should consider the following tips.

Create a culture of learning:

Encourage employees to take ownership of their development by providing opportunities for self-directed learning, such as online courses, webinars, and podcasts (Aguinis, 2009).

Offer targeted training:

Provide training that is relevant to employees' roles and career aspirations, and ensure that it is delivered in a way that is engaging and interactive (Noe, 2017).

Provide coaching and mentoring:

Pair employees with experienced mentors or coaches who can provide guidance and support as they develop new skills and knowledge (Ragins and McFarlin, 1990).

Recognize and reward learning:

Celebrate employees' achievements and recognize the value of their learning and development efforts through rewards and recognition programs (Deci and Ryan, 1985).

Evaluate the effectiveness of the program:

Regularly assess the impact of the employee development program on engagement, performance, and productivity to identify areas for improvement (Phillips, 2016).

Types of employee training programs:

Onboarding:

It sets up new hires with the information they need to be effective members of the organisation, while also setting the tone for company culture.

Compliance:

Compliance is about minimising risk, and providing a safe work environment for employees. Compliance training includes workplace safety, diversity, anti-harassment, and information security.

Leadership:

Proactively developing leadership amongst employees also helps motivate them and manage the type of leadership styles you want in your organisation. Having pre-determined pathways for succession planning will help you fast-track an internal talent pipeline, as well, and allows employees to see the path for progression where they may not be able to contact a mentor for career advice.

Technical:

Employees need to be up to date to keep your business moving at the same pace as the change of fast-moving technology. The largest cohort in your workforce, Millennials, were being born when floppy disks were still a thing. We have since jumped to phones that fit in our pockets and artificial intelligence that can write codes. But technical training is not just related to technology: Content writing, social media management, and data analysis are all crucial capabilities that are crucial to new-age business success.

Technical training teaches your employees the expertise needed to design, maintain and/or operate certain technologies or applications. This training improves the technical know-how needed to perform their jobs right, and with technical knowledge, there is always room for improvement.

Soft skills: 

This is about interpersonal relationships and communication. They are critical to driving your culture and long-term success because these elements come down to emotional intelligence, not technical knowledge. Service industries such as mobile telecommunications are where these are most needed, but all organisations will find developing emotional intelligence beneficial. It’s all about enabling your employees to work respectfully with one another and your customers.

Product:

When departments work independently of one another, it can be easy for different interpretations of products to arise. When talking with customers, it’s important for any employee to have sound product knowledge in order to answer difficult questions, tailor-made products to a customer and build trust with your customers. Product training is often utilised by sales personnel to ensure they are up to date on the features and benefits of new products. However, it can also be helpful for departments like marketing in order to deliver informed brand messaging, and that is why it is important to create different programs for different audiences.

Workplace employee training is important for creating a workforce that will help you achieve business goals now and in the future. By offering pathways for development, you make your organisation more attractive to potential employees while keeping existing employees loyal to your value proposition. The benefits of workplace training stack up over time. Offering equal study opportunities gives your organisation the following advantages:

• Improves employees’ productivity, autonomy, and ability to innovate

• Increases employee engagement in business goals

• Improves Team and company culture

• Recruitment costs go down as you retain top talent better

• You have better internal mobility as you create the skillsets you need

• Your bottom line is boosted.

Employee development is not one-size-fits-all; it can look different depending on the programs you deem necessary. Training for interpersonal relationships and communication, technical expertise, leadership, onboarding, compliance, and product knowledge are just some of the avenues that can help you reap the rewards of employee development (Acorn Research Corporate Learning).

Organisations that do not have any form of training and development programs within the company must consider the easy availability of internet access and digital technology. The most cost-effective training method is to use web-based training and save traveling, printing, and hiring facility costs.

 

Source: European Centre for Research Training and Development UK

According to the above framework, there is a significant positive relationship between work environment, training &development, employee engagement, job satisfaction, and organizational performance. Employee engagement and job satisfaction significantly influence the relationship between work environment, training & development, and organization performance (Sendawula et al, 2018).

Employee Engagement through Training and Development:

Employee engagement is crucial for businesses operating in this sector, as it can help to improve customer satisfaction and drive business growth. Engaged employees are more likely to provide excellent customer service, be more productive, and be more committed to their jobs. Therefore, investing in training and development can help to enhance employee engagement in the following ways.

Increased job satisfaction:

When employees feel that their employer is investing in their personal and professional development, they are more likely to feel satisfied with their job. This can lead to higher levels of engagement, as employees are more likely to be committed to their work and take pride in their achievements.

Improved communication:

Training and development can help employees to improve their communication skills, which can be crucial for businesses operating in the mobile telecommunications sector. Effective communication can help to build stronger relationships with customers, as well as enhance collaboration between employees.

Greater sense of purpose:

When employees feel that their work is meaningful and has a positive impact on the company and its customers, they are more likely to feel engaged and motivated. Training and development can help employees to understand how their role contributes to the success of the company, which can lead to a greater sense of purpose and engagement.

Enhanced leadership skills:

Training and development can help employees to develop their leadership skills, which can be crucial for businesses that want to develop a strong leadership pipeline. Strong leaders can help to inspire and motivate their teams, which can lead to higher levels of engagement and productivity.

Conclusion:

Training and development are crucial for businesses operating in the mobile telecommunication sector, as they can help to enhance employee engagement and drive business growth. By investing in the personal and professional development of their employees, businesses can create a culture of learning and innovation that can help them to stay ahead of the competition. Furthermore, businesses that prioritise training and development are more likely to attract and retain talented employees, who are essential for driving business success.

Figure 2

Source: https://www.hifives.in/

Reference List

Acorn Research Corporate Learning. The 5 Best Benefits of Employee Training and Development in the Workplace. Acornlms. [online] Available from: https://acornlms.com/enterprise-learning-management/knowledge-in-the-workplace [Accessed 10 April 2023].

Aguinis, H. (2009). Performance management. Pearson Education. [online] Available from: https://www.amazon.com/Performance-Management-3rd-Herman-Aguinis/dp/0132556383 [Accessed 10 April 2023).

Alsalamah, A.and Callinan, C. (2021). Adaptation of Kirkpatrick’s Four-Level Model of Training Criteria to Evaluate Training Programmes for Head Teachers. Educ. Sci. 2021, 11, 116. [online] Available from: https://doi.org/10.3390/educsci11030116 [Accessed 10 April 2023].

Bersin, J. (2018). Why Employee Development is Important, Neglected And Can Cost You Talent. Forbes. [online] Available from: https://www.forbes.com/sites/joshbersin/2018/05/01/why-employee-development-is-important-neglected-and-can-cost-you-talent/?sh=153167126c54 [Accessed 10 April 2023].

Cogent Business & Management Volume 5, 2018 - Issue 1 [online] Available from: https://doi.org/10.1080/23311975.2018.1470891 [Accessed 10 April 2023].

Deci, E. L., and Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Springer Science & Business Media. [online] Available from: https://www.springer.com/gp/book/9781461344392 [Accessed 10 April 2023].

Deloitte. (2019). 2019 Deloitte Global Human Capital Trends. [online] Availabke from: https://www2.deloitte.com/global/en/pages/human-capital/articles/introduction-human-capital-trends.html [Accessed 10April 2023].

Evidence from Uganda’s health sector, Cogent Business & Management, 5 (1), [online] Available from: https://doi.org/10.1080/23311975.2018.1470891 [Accessed 10 April 2023].

Noe, R. A. (2017). Employee training and development. McGraw Hill Education. [online] Available from: https://www.mheducation.com/highered/product/employee-training-development-noe/9781259922213.html [Accessed 10 April 2023].

Phillips, J. J. (2016). Measuring the Success of Employee Development: A Step-by-Step Guide for Measuring Impact and Calculating ROI. American Society for Training and Development. [online] Available from: https://www.td.org/books/measuring-the-success-of-employee-development [Accessed 10 April 2023].

Ragins, B. R., & McFarlin, D. B. (1990). Perceptions of mentor roles in cross-gender mentoring relationships. Journal of Vocational Behavior, 37(3), 321-339. [online] Available from: https://www.sciencedirect.com/science/article/pii/S0001879190801359 [Accessed 10 April 2023].

Sendawula, K., Nakyejwe Kimuli, S., Bananuka, J. and Najjemba Muganga, G. (2018). Training, Employee Engagement and Employee performance: Evidence from Uganda’s Health Sector. Cogent Business & Management, [online] 5(1), pp.1–12. Available from: https://www.tandfonline.com/doi/full/10.1080/23311975.2018.1470891  [Accessed 10 April 2023].