Employee engagement disparity in vision and mission alignment
- Josephine Tan
- Topics: Employee Experience, Home Page - News, Leadership, News, Restructuring
Employees who resonate with their organisation’s vision and mission are 3.71 times more likely to be engaged.
However, about one in three employees do not believe their organisation’s vision and mission align with day-to-day activities. This disconnect, according to new research from McLean’s & Company, underscores a gap between the potential for engaged employees and the current state of organisational engagement.
To address this gap, McLean & Company has introduced the Vision and Mission Guide, which explains that organisations miss opportunities to engage employees due to outdated or unrealistic statements. Moreover, over one-fifth of respondents reported that they do not connect with their organisation’s vision and mission.
Kelly Berte, Director of HR Research and Advisory Services, McLean & Company, said, “Strong vision and mission statements stand the test of time but are not evergreen. Reviewing organisational data and observing the impact of broader organisational change will offer indicators for when it is time to recalibrate one or both statements to better align with the future of the organisation.”
The Vision and Mission Guide offers a four-step process. Organisations should first collect relevant data from sources such as engagement surveys, handbooks, reviews, and articles referencing the organisation. Secondly, they should seek input from contributors to understand the organisation’s direction and purpose. Third, evaluate the current statements to identify areas for improvement. Finally, dedicate a meeting to write and refine both the vision and mission statements.
READ MORE: Employee engagement in hybrid world: Strategies for success
McLean & Company advised that strong vision and mission statements focus decision-making processes across the organisation on achieving a unified goal, enabling stakeholders to direct their efforts towards strategic priorities. Additionally, it recommended that HR leaders leverage vision and mission statements to inform HR functions and processes, including performance management, talent acquisition, and talent management.
