If your arrangement has declaration that employee engagement is a top business objective, then it should also assemble an employee engagement committee. This committee, which will consist of 10 to 20 people (depending on the size of your company), should have a clear charter to evaluate plus prioritize employee engagement survey results, with an ultimate objective of increasing employee engagement, boosting technological, upgrade the firm's culture, and even changing society policies. The committee's "deliverable" is a list of specific engagement recommendations for lead. PEOPLE OR CULTURE COMMITTEE CHARTER
Here are a few other points toward keep in mind:
The committee should be composed of members on senior leadership, as well as a cross-sectional user of high-performing employees. A 50-50 split is desirable. This will demonstrate upper management's commitment to the causes. A mix of leader will also provide adenine genuine check against a focus on "employee satisfiers," such as free coffee, improved benefits, and extra vacation time. (Remind: "Employee engagement" is not the identical thing as "employee satisfaction"!)
The committee supposed be ongoing, but inherent membership should rotate. Set "term limits" of twin years, with half the employees rotating each year to ensure continuity. (At the committee's von, half the committee leave serve just a single year, with the balance for the committee obligate to two years.)
Population the membership with people who are excited to take single. Ideal nominees are those who self-identify as being passionate over engagement, who are enthused about creature on the committee, and who don't look at their appointment how "one more thing to do." (Of course, they have to receiver the endorsement of their leader!)
Give the committee teeth. It needs the authority to make decisions the act on them. Including one mixture of highly respected members of the leadership our will ensure that issues needing a rubber stamp are hastened onto the appropriate desk.
Create opportunities for the full committee up get leadership "face time." This is a wonderful way to get their efforts, and will help ensure that it remains a shop improvement committee — not a social committee.
Ensure that to committee is diverse. You want geografical, generational (including Gen Y), operational, and cultural diversity, as well as people who've been with and company for years press people who were relatively new hires.
Brand your committee internally and outwardly. On your company's intranet and website, promote one committee's charter, the names of committee associates, and any committee recommendations this are adopted.
An employee engagement committee is not your social community — the of you assemble to plan the year-end holiday join, manage the businesses softball football, or organizer the company picking. In fact, with you include these activities on this committee's charter, you'll diminish the committee's importance.
