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Check out SEAONC SE3’s first “Leadership in Action” Blog Post with discussions on engagement and best practices for improving talent retention, with insights and metrics from researchers and our own building design industry leaders. SE3 has launched this new blog to providing ongoing content surrounding company best practices, highlight important concepts related to the improvement of employee engagement, and encourage the sharing of ideas among members of our industry.  
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By Stephanie Borchers and Rachel Cohen
On a firm-by-firm basis, understanding how to encourage and maintain employee engagement is central to increasing retention. Employees of all levels contribute to forming a company culture that may or may not encourage engagement. First, what is engagement? As SEAONC SE3 #ChangeXSE3 Symposium keynote speaker Dr. Zinta Byrne noted in her presentation, engagement is not simply satisfaction or the opposite of burnout. Engagement means finding meaning in one’s work, feeling energized by one’s daily tasks, and motivated to contribute to the success of the firm and to accomplish long-term goals. Firm leaders and managers play a big role in the engagement of their less experienced employees. According to a report on retention by TINYpulse, employees who are unsatisfied with their supervisors are four times more likely to quit than those who rate their supervisors highly [1]. Leaders can encourage engagement through tangible actions - such as providing bonuses to reward performance, or investing money and resources into training employees - as well through making conscious choices around how they interact with their colleagues. |
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