In ever-more competitive marketplaces, employees need to feel respected, acknowledged and empowered to make a real difference to their organisation’s success.

Surveys create data.  Starboard creates Insight. Starboard will work with you to identify engagement highs and lows; understand why that is; prioritise your engagement efforts; and track the impact on engagement and organisational performance quantitatively and qualitatively.  We deliver deep insight into your organisation’s readiness to meet your strategic ambition.

5 habits of highly engaged employees

All organisations want highly engaged employees, but all the statistics point towards a lack of engagement, more so today than at any point in history. In ever-more competitive marketplaces, employees need to feel respected, acknowledged and empowered to deliver their own small continual improvements to make a real difference to their organisation’s success. Here are 5 key habits of highly engaged employees. Do you recognise these in your own employees?

  • They go the extra mile. They go over and above the call of duty for customers and wouldn’t think twice about doing something outside their job specification.
  • They share. Forget “information is power”; an engaged employee is open about their experience, ideas, and data, and they expect others to do the same.
  • They are “fixers”. They see what isn’t working, and suggest improvements to the way things are done.
  • They are supported by, and trust, their immediate managers.
  • They have confidence in senior leadership and the direction of the organisation. The organisational purpose and strategy has been communicated to them in a clear and compelling way – and they are very focused on it in doing their job.

“The inventory, the value of your company, walks out the door every evening.”

Bill Gates

Our Approach to Engagement

Our approach takes as a foundation the 4 enablers of engagement cited by The “Engaged for Success” movement, launched by the government in 2010:

  • Visible, empowering leadership providing a strong strategic narrative.
  • Engaging immediate managers who focus on their people and give them scope and who also treat people as individuals, coaching them and stretching them.
  • A resonant “Employee Voice” – employees are seen as central to the organisation and are highly collaborative in their work. They also have strong external networks and “bring the outside in”.
  • Organisational integrity – the values on the wall are truly reflected in day-to-day behaviours. Or vice versa – the behaviours inherent from business leaders down create an enviable set of organisational values.

We deliver this by:

  • Enhancing employee engagement – Focussing on the opportunities which will create the greatest strategic impact within your organisation.
  • Immediate managers – Enhancing immediate management (line management) capability in strategic perspective, performance focus, people development, communication and team appreciation.
  • Increasing engagement from organisational partners – Investors, customers, suppliers, governance authorities.