Tapping the power of collective engagement

Abstract

Purpose

The purpose of this paper is to explain why companies with an exclusive focus on individual engagement miss the opportunity to nurture the collective engagement that is the key to high performance. It aims to report findings from the authors' research on the essential conditions for collective engagement and explain how leaders can create and sustain a mutually engaged workforce.

Design/methodology/approach

The research is based on a comprehensive survey of 1,367 full‐time employees of large US companies across a range of industries carried out in July 2008, as well as an in‐depth case study of a large, global organization operating in the manufacturing and services sector. In addition, the authors' extensive experience with hundreds of companies across a variety of industries informs the conclusions presented here.

Findings

There are three essential conditions for collective engagement. Meaningful work and career opportunities and support for employee effort and recovery are crucial for inspiring employees to fully engage at work. To translate individual engagement to collective engagement – companies must also cultivate a culture of trust and respect.

Research limitations/implications

This study introduces a framework for studying the essential organizational conditions for engagement, as well as the process of collective engagement. While the authors believe the conclusions to be relevant for the majority of companies, the research findings may be most applicable to large organizations. The survey sample was limited to employees of large US‐based companies (at least US$50 million in revenues) and the case study was conducted in a large global company.

Practical implications

Fostering collective engagement begins by engaging one team, one workgroup and one workforce at a time. The authors suggest ways for companies to begin the journey.

Originality/value

This paper is based on original research conducted at the Accenture Institute for High Performance. It introduces the concept of collective engagement and explains how companies can create and sustain a highly engaged workforce.

Citation

Craig, E. and Silverstone, Y. (2010), "Tapping the power of collective engagement", Strategic HR Review, Vol. 9 No. 3, pp. 5-10. https://doi.org/10.1108/14754391011040019