To be sure, the intentions behind the “employee engagement” movement of recent years were more-or-less honorable, to create working environments where employee participation was appreciated, and to ensure organizations used language that didn’t discourage such participation out of hand.
But as time went on, a prevailing definition for “employee engagement” came to indicate “the discretionary effort contributed by employees,” (as if there was such a thing as “non-discretionary effort” in organizations that benefit neither from slavery nor sleepwalking). Moreover, many in the internal communication industry leapt in as offering “employee engagement solutions” that could help generate extra-special-discretionary effort well beyond that warranted by what their clients were willing to reciprocate with.
Such efforts, in turn failed to protect many from outsourcing and recession. The frequency with which I’ve heard ‘I was engaged, but I got fired’ from my fellow unemployed internal comms pros, indicates evidence of a perverse one-sided inversion of the original intent of “employee engagement”, one not lost on those who’ve survived those troubles. And yet, not only is this deemed acceptable in some quarters, but the route suggested by many traditionally-minded folks in our industry (and in HR, to be fair) to move organizations beyond the layoffs, outsourcings and upheaval of recent years is, guess what, “more focus on ‘employee engagement’”.
No way. Indeed, it’s time to kill the term “employee engagement” and spread its ashes all over Iceland. To our industry, it’s become no less toxic than the term “sub-prime mortgage” in the finance world.
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