BS ISO 23326-2022 pdf free download.Human resource management — Employee engagement — Guidelines.
This document provides guidance on creating a mutually beneficial environment that encourages everyone to be connected with the objectives, purpose and values of the organization, and for the organization to support its people in a manner which provides quality work and opportunities for development and professional fulfilment. Organizations can use the guidance to determine what is practical or material to the organization’s internal and external context regardless of its size, type,structure, nature or complexity, whether in the public, private or voluntary sector.
The document applies to anyone who works for or on behalf of an organization. The guidance contained in this document is not intended to infringe upon national labour laws, established collective agreements or collective bargaining.
2 Normative references
There are no normative references in this document.
3 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https://www.iso.org/obp
— IEC Electropedia: available at https://www.electropedia.org/
3.1 social dialogue
negotiation, consultation or simply exchange of information between or among representatives of governments, employers and employees, on matters of common interest relating to economic and social policy
[SOURCE: ISO 26000:2010, 2.17, modified — Note 1 to entry removed.]
4 Principles
4.1 General
The following guiding principles apply:
— All organizational stakeholders have a role to play in improving employee engagement, principally the senior leaders, managers, HR experts, employees and employee representatives.
— Employee engagement should be embedded within the organization’s culture and enacted through the organizational policies.
— Two-way communication is an essential part of employee engagement.
5.2 Potential outcomes of employee engagement
A number of potential outcomes of employee engagement can be identified:
— individual satisfaction with work and job quality can increase [ 6 ] ;
— organizational performance and future sustainability can improve where there are higher levels of employee engagement;
— improved employee retention;
— improved customer service can be reported;
— productivity can be increased.
5.3 Measuring employee engagement
The use of qualitative and quantitative methods of assessment can help to build an understanding of employee engagement. These include but are not limited to:
— focus groups, to gain a deeper understanding of employee experiences;
— employee surveys, either internally developed or existing survey instruments through thirdparty providers;
— validated instruments related to work engagement, such as the Utrecht Work Engagement Scale [ 15 ] .
6 Organization culture and communication
6.1 General
Organizational leaders should be visibly responsible for driving and enabling engagement. Within the organization there should be a shared understanding of employee engagement and this should be reflected consistently within organizational strategies. The organization should provide appropriate
and regular communications to stakeholders so that they are clear about role expectations, modes of operation and organizational policies, processes and practices. To enhance employee engagement through organization culture and communication, organizations should observe the stated guidelines in the areas covered in 6.2 to 6.5.
6.2 Culture and values The culture and values of an organization can have a significant impact on employees and their ability to carry out their role. It is important for employees to have an understanding of organizational culture and to have the opportunity to influence what the organization values in the present and future. To enhance employee engagement through culture and values, organizations should:
— involve employees in developing organizational values so that they are clearly articulated and can be recognized, accepted and connected with;
— provide opportunities for employees to influence, understand, support and realize the organization’s purpose, culture and values;
— promote a culture that enhances employees’ feelings of being competent, valued and purposeful in their work;
— make managers responsible for being role models and for demonstrating organizational values and bringing them to life;
— assess what policies, processes and practices drive and support the measurement of employee engagement and identify areas of good practice or of concern, constructing action plans where necessary;
— promote clear links between agreed organization values and objectives at all levels.
6.3 Communication An organization’s communication strategy should foster two-way information sharing with employees and, where they exist, their recognized representatives. Information should be in accessible formats and employees, and their representatives, should be provided with genuine opportunities for consultation and feedback.
To enhance employee engagement through communication, organizations should:
— use established mechanisms and channels to enable two-way communication and give employees and their representatives feedback opportunities;
— maintain consistency of messages that are communicated internally and externally;BS ISO 23326 pdf download.