We all know that employee engagement is the foundation for organization success. However most employees disengage soon after they realize the expectations and performance standards in which they were hired for lack consistency throughout their employee life cycle. They soon learn that no matter what performance results they have achieved, rewards are applied in a “peanut butter” approach, everyone receives the same merit and bonus rewards no matter the difference in performance results from each employee. Or the standards in which they were hired for, become different standards in which they are performance managed against.
Many employees are open to engage when clear expectations are provided to them throughout the employee life cycle. Furthermore, these expectations must be the same standards that drive compensation, performance, training, and succession decisions. Without clear expectations of what is expected from employees, how are employees to know how to achieve performance “excellence”? Furthermore, if the expectations are clear, but achieving them has no effect on how for example, compensation decisions are made, how can you expect employees to be engaged?
A successful OD system must not only contain the five major HR disciplines; staffing, compensation, performance, training, and succession planning, they must also be integrated like “cogs in a clock” working together. When one cog moves, others must also move. Similar to how performance management and training work together. If performance is below standards, then the training “cog” must move to train the employee to meet performance standards. This is not rocket science, but common sense. What separates HRcogs from the field is when other HR systems say they provide solutions to “employee engagement” but focus on one or two of the HR disciplines.