Employee involvement in and enthusiasm with their respective employers, work, and workplaces. This is how talent research giant, Gallup, defines employee engagement. This global organization has pioneered research in defining, measuring, and maximizing engagement in workplaces of all kinds and sizes, and you can seize their considerable findings for your aesthetic practice’s benefit. It starts by understanding what an engaged employee is (or isn’t).
Just as you must diagnose the cause of a patient’s concerning lesion, you must first “diagnose” the status or health of your workforce from a psychological/well-being perspective. This understanding informs strategies to resolve lackluster engagement or to build upon existing strengths that take your practice to the next level of success.
A closer look at engagement
Not all “engagements” are the same. There are different levels, as noted below. It is important to get a feel for each staff or team member’s respective level of engagement.
- Engaged – Employees who are engaged with your practice approach respective duties and responsibilities with zest. These employees “take ownership,” knowing how they interface with patients/clients reflects on the whole organization. They put their best out there and drive performance and success.
- Not engaged – These associates and staff may be physically present but are psychologically disconnected from their responsibilities and the practice. They put in the time, do the bare minimum, and lack the passion or energy embodied in the fully engaged employee.
- Actively disengaged – These employees may be colloquially termed the “cancers” within their practices. Such individuals are often openly dissatisfied with their jobs and workplaces. This dynamic can have a profoundly damaging impact on the work of those who are engaged, effectively undermining progress.
Engagement matters both within your practice and when resonating beyond the four walls of your office. Gallup has been tracking engagement across organizations and industries worldwide for 24-plus years. They consistently find groups that rank in the top quartile in engagement are more likely to have the following indicators than their peers in the bottom quartile:
- Higher productivity
- Greater sales
- A more profitable business
- Comparatively favorable quality control, i.e., fewer defects or oversights
- Fewer safety incidents
- Higher patient loyalty
- Reduced employee turnover
- Less absenteeism
So, the power of engagement transcends the “feel-good” notions associated with it. Many soft skills linked to engaged employees have a tremendous impact on your bottom line. Research bears out the strong business case for committing your practice to identifying, tracking, and fostering an engaged workforce.
From ideas to action
Metrics are critical to all facets of your practice, from measuring how well your marketing campaigns are working to measuring your patient’s satisfaction with their experience at your office. We cannot improve upon or build strategies around what we do not know or understand. So, first, it is critical for all leaders to understand their responsibilities as it relates to regularly assessing for and building engagement. Practice administrators and managers should glean how engaged each employee is based on routine meetings that go beyond “performance reviews.” These need not be extensive or formal; it is essential to have regular one-on-one conversations to understand how employees are feeling about their work/workplace. From there, causes for concern can be properly identified and addressed before the not-engaged employee becomes an actively disengaged one. Negativity can quickly spread through an organization like a disease.
While there are obvious nuances in strategies based on your office’s unique “starting point” or attributes, there are general best practices to fuel a more engaged and, thereby, more productive, profitable, and purpose-driven organization, including:
- Adding recognition to meeting agendas. When your practice meets as a team, build time to acknowledge specific examples of work done well. This motivates the acknowledged employee, validates that they are on the right track, and increases that all-important sense of belonging and ownership.
- Always encourage open dialogue. If you are not sure about how employees feel, ask them! That way, they know you care about what they think and how they feel. For example, ask what it would take for them to feel valued. Just as you personalize care and communication preferences to your patients’ needs and wants, do the same with your team – personalize interactions to what they desire and what it takes for them to feel wanted within your practice. Apply this thinking to benefits packages, too. Ensure any compensation/benefits are competitive and align with what your “stars” want, such as perks to improve their wellness and self-care as they support others’ wellness and self-care!
- Likewise, ensure leadership is an advocate for employees’ ideas. Actively solicit thoughts and suggestions during meetings. To encourage full participation without anyone holding back, place an “ideas box” in your office, whereby suggestions can be submitted confidentially, conveniently, and as they are brainstormed by your employees. A “virtual” ideas box may also be incorporated into any dashboards or systems your practice uses for employee communications.
- Review each employee’s functions, responsibilities, and strengths to ensure they are in the right “seat” on your bus. You may uncover that some employees want to stretch into other roles or responsibilities. This process is rife for cross-training! By delivering on employee goals, you contribute favorably to overall workforce morale. Productivity soars. There may be fewer missed or “sick” days due to minimizing stress at work by supporting happy, motivated, and engaged employees. These opportunities have the added benefit of renewing associates’ enthusiasm for their careers and the practice. This investment and attention will buoy them to their professional development.
A final note
Positive collective engagement has ripple effects across your organization. When you are committed to the overall well-being of your employees (in action, not just words), the commitment of your employees shows in everything that they do – from how they organize initiatives behind the scenes to how they greet patients or how enthusiastically they write about a treatment or in-house event on your social pages or website. It’s truly one of the best things you can do for your practice!
