Employee engagement is defined as the “psychological and behavioral outcomes” which generally lead to better performance by an employee. The Aon Hewitt’s Engagement Model outlines a number of engagement drivers which include quality of life, company practices, people in the workplace, and total rewards among others (Hewitt, 2012 p.3). Understanding these work experience factors is integral for companies to implement effective employee engagement models in their workplaces. The following is an analysis of how Career Development and Training & Development and Performance Management can be used to improve employee engagement in organizations.

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Career Development and Training & Development
Career development and training involves developing the careers of employees through occasional training and education. Every employee needs to rise above the career levels that they had when they got into an organization. Career Development and Training & Development rewards both the employees and employer. The employer facilitates the training program and benefits by having a more competent workforce. This helps in improving productivity, creativity and innovation of the workforce meaning that the employees can easily handle some of the complex challenges that they face. Competence also reduces errors by improving efficiency of the workforce. It is important for the employer to always align the specific individual needs of the employees with the strategic goals of the business when developing Career Development and Training & Development programs for the various employees.

On the side of the employee, Career Development and Training & Development directly improve their career satisfaction. A trained and well developed employee feels competent and confident in their execution of duty. This aspect directly improves their satisfaction and subsequently improves the employee engagement in the organization. Effective career development and training and development programs open opportunities for employees like promotion and increased rewards in form of salaries.

Through effective career development and training programs, the employee will be in a position to “say, stay, and strive”. That is, the employee will speak positively about the organization, will develop the desire to stay in the organization, and will strive to achieve success in their jobs.

Performance management
Performance management is a two-way exercise where the management of an organization sets out to involve employees individually in improving the performance of the organization and in achieving the mission and objectives of the organization. Performance management involves a number of steps which include setting of clear objectives of the organization, monitoring performance of employees, developing a performance improvement model, and developing an employee rewarding system.

Performance management is an important aspect of employee engagement. Effective performance management gives the employee a sense of responsibility within the organization. It makes the employee feel that they hold the power to enhance positive change within the organization or to uphold high performance standards in terms of business objectives and outcomes of the organization. It, therefore means that an effective employee management will lead to improved employee satisfaction which subsequently leads to higher standards of employee engagement.

The Aon Hewitt Engagement Model identifies performance management under company practices which is part of the six components mentioned by Aon Hewitt. Still, the say, stay, and strive are the three engagement outcomes of the performance management.

In conclusion, career development and training as well as performance management are key components of employee engagement. Every organization needs to incorporate effective employee career training/development and performance management so as to get a motivated workforce and consequently better performance by these employees. The organization should measure the effectiveness of these two aspects through the provisions of Aon Hewitt Engagement Model which advocate for say, stay, and strive.

    References
  • Hewitt, A., 2012. Trends in global employee Engagement. Aon Hewitt Corp, p.18.