If you’ve ever wondered why caring about employee engagement is important, the above intimidating statistics may catch your attention. Yet, the conversation among business leaders is rarely on whether or not employee engagement is important (it is!). The disagreements instead lie in how to improve it. Employee engagement is a tricky problem to diagnose since it depends on an intricate set of drivers from across the organization, including ones outside of the employee’s defined role, such as Work/Life Balance, Physical Work Environment, Play, People, Sense of Accomplishment, Brand Alignment, and more.
Figure 1. Drivers of Employee Engagement
Source: “Employee Engagement in Theory and Practice: Why Should You Care About Employee Engagement?” (2015) Microedge.com. MicroEdge, LLC.
With limited time and resources, what should leaders focus on? Research points to the following as the top four issues to improve engagement: Role Design, Organizational Identity, Career Ladders and Community.
Figure 2. Employee Motivation Ranked by Company Process
Source: McGregor, Lindsay, and Neel Doshi. “How Company Culture Shapes Employee Motivation.” Harvard Business Review, 20 Apr. 2016.
At limeSHIFT, all of our workshops establish collective intention setting. We help employees connect with their own source of purpose and connect that with the people and environment around them (People, Place and Purpose). Under this lens, we view Role Design as more than the tasks assigned to the employee. Effective Role Design means an individual has a clear purpose within a collective context. It helps to set boundaries, empowers individuals within the collective and creates ownership by building out spheres of influence (see our methodology in Figure 3). Thus, our work also influences both Organizational Identity and Community.
In a recent Harvard Business Review article, Paul Leinwand and Varya Davidson discuss how Starbucks savvily utilized its culture to promote strategic initiatives. The bottom line:
“Let people bring their own emotional energy to an enterprise where they feel they have a stake… thus leverage the company’s culture to bring its strategic identity to life.”
Two key ideas jump out of this statement: “their own emotional energy” and “stake.” Translating into limeSHIFT terms, we see “individual purpose within a collective context” and “ownership.”
People, Place and Purpose.
Align individual and organizational values and give people a sense of ownership in the company and employee engagement will drastically improve. We know because we’ve seen it. The spark of excitement from a new collaboration. The renewed vigor for work. The pride that tilts an employee’s chin up slightly higher. Those are the clear signs of engagement that we get to see after a limeSHIFT workshop.
Figure 3. limeSHIFT’s Co-Design Methodology
I used to have a full-time art practice – a space where to concentrate on my process and create my own work. While I accomplished a lot, I also had time to deliberately do nothing. When I moved to New York it became too expensive to be an emerging artist and maintain a full-time art practice. Most artists in New York take on jobs and “work on my personal stuff on the weekends.” Though often it is difficult to muster up the energy to do so. In fact, many emerging artists work in jobs associated with the arts but purposefully not in creative positions to avoid being “creatively drained.”
As an idea, I disagree with the premise that there is a cap on creativity. Working in a creative position at limeSHIFT doesn’t hinder my ability to create my artwork. It does take time away from my practice but it doesn’t take away from my inner dialog and thought process. Nothing stops me from thinking about how I create and the materials I use.
The only way to get an idea is knowing you need one. Creative ideas and concepts for artwork don’t happen in the studio alone. The inspiration for your work can come from anywhere and from doing anything – it’s the practice of opening yourself to it and contemplating it. Being trapped in a studio can limit your exposure.
Talking about your work is an important part of the process for an artist – it helps you articulate your thoughts into tangible actions. As the Artistic Director at limeSHIFT, I am exposed to many artists and learn about their processes. Usually guiding them through how their practice could work with limeSHIFT and help execute their vision.
I recently completed a visual artist residency at BRIC and will be heading to MacDowell in September. Throughout this time I am given space to actualize my thoughts and create the artwork that rests in my mind. Luckily, limeSHIFT understands this relationship with my work and allows me to juggle these responsibilities. Before I set foot in these studios I have a clear work plan and the rough idea on what I would want to accomplish. However, the nature of making artwork isn’t that precise and experimenting in the studio is a large part of creating.
While creating this work and working at limeSHIFT – I learned that being a practicing artist and employee in a company takes a lot of planning. But if it is something you want to pursue, it is important to work for a company that is willing to foster that relationship.