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Five Considerations When Creating a Vision Statement for Your Employee Engagement Program

Five Considerations When Creating A Vision Statement For Your Employee Engagement Program

When I sit down with business leaders to discuss their Employee Engagement Program, I always begin by identifying the program's objective. The reason is that a clear vision statement is the cornerstone of any Employee Engagement Program. It sums up all organizational values and behaviors and inspires and empowers employees. Plus, it’s a powerful tool used to attract like-minded loyalists to the organization, and equally important, it places a roadblock for potential new hires who don’t share your beliefs.

How can you create a clear objective for your Employee Engagement vision statement?

  1. Avoid the least common denominator vision statement:
    In the Employee Engagement vision statement, we create the framework for how employees will accomplish this new engaged aspect of your company.  However, companies often use overly generic language when crafting the vision statement.  The key is to inspire those best suited for your organization, attracting more like-minded individuals to join the organization through referrals and word of mouth. The vision statement should make the company stand out strategically within the industry. Clearly define your ideals and beliefs – what makes the organization unique!

  2. Find your foundation for success:
    Oftentimes, employee engagement vision statements are the sole creation of mid to senior-level management.  However, the most effective vision statements are created with the help of front-line employees. This builds a foundation on which everyone feels empowered to create an environment that promotes employee enrichment. Best of all, it creates a company-wide understanding of the organization’s goals (something everyone can rally behind).

  3. Create a purpose for every employee:
    One of the most important aspects of an Employee Engagement Program is recognition. It creates constant visibility for the program, allowing a full circle of reinforcing the program from vision to recognition and back.  Managers and employees learn from each other, and the organization discovers which behaviors are most valued by employees and customers.

  4. Quantity v. Quality:
    An old saying is, “It is not the quantity but the quality of knowledge which determines the mind’s dignity.”  The employee engagement vision statement defines the direction of your organization and should invoke a sense of trust and confidence. It should align your employees around a common purpose and engage their belief that how you perform your work is as important as what you accomplish. Just don’t overdo it – the vision statement needs to be as long as the organization needs to explain its vision. No more, no less.

  5. The vision should be malleable:
    I’m often surprised to learn that many managers believe creating an Employee Engagement Program is a one-time endeavor. Once a program is put into place, it remains unchanged over time.  If the points above tell us anything, behaviors change, and so must the organization's vision. No Employee Engagement Program can be static. Employee engagement levels are always in flux and can be influenced by many factors, both internal and external to the organization.

Employee engagement requires a deep commitment and a willingness to create a work environment that matters to all employees.  The creation of the vision statement provides the roadmap for the managers to follow and make the subsequent program succeed.