In the early stages of building the EFS organisation, I realised that ground-level engagement is critical for creating a robust workforce and a people-centric culture. This is particularly important in the facilities management industry, where two-thirds of the workforce is on the frontlines.
We worked tirelessly to build an interactive and dynamic platform for ground-up engagement. Recognising that a conventional engagement system might not be suitable, we innovated our approach to employee engagement with a focus on inclusivity for the frontline workforce. Considering the cost dynamics and scalability needed, technology was a powerful enabler. Our award-winning technology platform for our frontline workforce engagement called “Madad” was designed specifically to meet the needs of frontline employees with an eye on their inclusion in mainstream engagement efforts.
Our systems and policies for employee outreach were developed to be comprehensive and compassionate, built on key pillars that guide our senior leaders in enforcing them effectively.
The following success factors influenced our employee outreach as a mission statement for ground-up engagement initiatives.
Improved Employee Morale and Trust
When senior leaders take the time to engage directly with employees, it shows that they value contributions and care about employees’ perspectives. This fosters trust, loyalty, and a sense of belonging.
From day one, I have shared my phone number with frontline employees to understand their issues. Although it was sometimes overwhelming to receive numerous calls, I established a strong grievance ecosystem. Employees could submit complaints via text or WhatsApp, and my team would prioritise reaching out to them. The process didn’t stop there; we conducted a deeper analysis of complaint data and prepared reports to understand broader trends.
Enhanced Communication and Transparency
Ground-up engagement by senior leaders helps bridge the gap between strategic goals and frontline realities. It ensures that leadership understands the on-the-ground situations while also enabling employees to grasp the company’s vision and feel involved in its execution, reducing misunderstandings and increasing alignment.
Better Decision-Making
Employees at the operational level and, more so, the boots on the ground, the frontline workforce in FM, often possess valuable insights and ideas that leadership may overlook. Engaging with them allows leaders to gather feedback, identify potential challenges, and make informed decisions.
Increased Innovation
Creating opportunities for open dialogue through speak-out forums encourages creativity and innovation. Frontline employees are more likely to propose solutions or raise concerns that can lead to valuable improvements. This enhances the employee experience, making them feel heard and respected.
Stronger Organisational Culture
Ground-up engagement reinforces a collaborative and inclusive culture. It breaks down hierarchical barriers, fostering a work environment where employees feel empowered and motivated to contribute to shared goals.
Higher Employee Retention
Employees who feel connected to leadership and see their input valued are more likely to remain loyal to the company. This reduces turnover and the associated costs of hiring and training new staff.
Better Crisis Management
During times of change or crisis, leaders who maintain open lines of communication with employees are better equipped to manage challenges. Engaged employees are more likely to support leadership and adapt to new circumstances.
During the COVID crisis, we were greatly elated by our extended employee outreach, as our workforce came forward to proactively address general issues instead of remaining passive.
Accountability and Continuous Improvement
Regular interactions with employees helps leaders stay attuned to the realities of the business. This enables them to identify and address inefficiencies or disconnects between strategy and execution. At EFS, most of our engagement initiatives were driven by ground-level feedback, exhaustive data mining, and insights from employee grievances.
I always recommend that all leaders engage from the ground up, regardless of their industry. However, in sectors with significant frontline workforces, comprehensive measures should be in place, including:
- Conducting regular town hall meetings, one-on-one sessions, or informal check-ins.
- Shadowing employees to understand their daily experiences.
- Soliciting feedback through surveys, suggestion boxes, or focus groups.
- Recognising and celebrating employees’ contributions publicly.
- Acting on feedback promptly and communicating the implemented changes.
- Establishing robust and dynamic policies for employee learning and development.
- Supporting the progression and development of frontline workers.
I firmly believe that ground-level engagement is not just a leadership strategy but also the cornerstone of sustainable and successful business management.