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Extra Features and Video Online FloristsReview.com R E A D O N L I N E 45 UNDERSTANDING ENGAGEMENT e good news is that businesses can take steps to attract and retain "A" players. e process begins with an understanding of the forces that propel top achievers. "ere is a difference between motivation and engagement," explains William J. Rothwell, Ph.D., professor of Workforce Education and Development at Pennsylvania State University. "Motivation is internal to people while engagement is a passion for what they do. Engagement requires a match between people's passions and their daily work activities." Working in a flower shop can fulfill the passions of all kinds of people, especially creatives. Employees who are both motivated and engaged contribute maximum value to their employers. Not only do they get more easily into the flow of their work but they also reduce costly turnover by sticking around longer. "A recent Gallup survey shows that engaged employees drive 12 percent more profit," notes Pete Tosh, founder of e Focus Group, an executive search and management consulting firm in Macon, Ga. "ey are far more productive and lead to higher customer satisfaction." Before taking steps to improve employee engagement, a business needs to assess how its current staff feels about their work environment. "e most common misconception by employers is thinking that people are engaged when they aren't," Tosh says. A close look at employee attitude is likely to be eye opening. A recent report by the Gallup organization reveals that only 36 percent of employees at a typical business are "fully engaged," defined as giving their best efforts or working to their full potential. Fully 13 percent are "actively disengaged," meaning they are miserable in their duties and spreading unhappiness to coworkers—and, presumably, customers. Perhaps as alarming was Gallup's finding that 51 percent of employees are "not engaged"—psychologically unattached and just "going through the motions." In other words, a majority of employees are not pulling their weight. e best way to assess employee engagement is to speak with each staff member one on one. "Periodic conversations with employees will reveal any issues about their working conditions," says Rothwell. "e business environment is one thing, but how people perceive it and feel about it is very often another." Here the business owner or an employee's supervisor play a key role. It's the frequent touch-points between owner or supervisor and employee that offer the greatest potential. "Each interaction, even momentary, is an opportunity to build the relationship, to coach and to improve an employee's performance," Tosh states.

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