Today, I will explain why I believe the future of employee involvement starts with social responsibility.
PushFar was founded because I recognized the importance of connections, and I, to be honest, had a dire need for them. I wanted a mentor who could share their experience and support me. In the last seven year, I’ve seen first-hand how the right mentorship at the right moment can change careers. After spending years building the business, and then eventually selling it, I have now turned my attention to a different challenge: social accountability in the workplace. My new venture, uRoutine explores how organisations can create truly engaged employees through embedding social responsibility at the core of their culture.
Employee engagement is a buzzword that has been used in boardrooms, at conferences, and for years. I have heard it a lot. Surveys and productivity metrics are often used to measure employee engagement. In my experience, true engagement isn’t about pizza, perks or promotions. It’s about purpose. Today’s employees want to feel that their work is contributing to something greater. They want to be connected to more than just their organization. Social accountability is the answer.
Why social accountability is important
Social accountability doesn’t only mean corporate responsibility. It’s also about creating an environment where employees are held accountable by themselves, as well as each other, for their commitments, goals, and growth. Teams that foster an internal accountability culture are more transparent, have higher levels of trust and perform better.
In my career I have seen how accountability in coaching and mentoring can transform people. The mentoring program at PushFar allowed employees to work toward clear goals with others’ support. With uRoutine I want to go further and help companies integrate internal accountability into their DNA, so that employees take ownership of their own professional development.
Employees who feel responsible for their work tend to be more productive and motivated. Journal of Business Ethics published a study that found employees who feel ownership and have clear responsibilities bring their best selves to the workplace. This is something I have seen first-hand. Employees’ commitment to work increases when they set and track goals, aligned with team objectives and reflect regularly on progress.
Social Accountability and the Organizational Benefits
Internal accountability has tangible benefits for organisations, beyond the engagement it generates. Employees who are responsible for their own growth will be more likely to remain and grow within an organization, reducing turnover and ensuring talent is nurtured. Accountability among employees contributes to a culture of trust, cooperation, and mutual respect in the workplace. This type of culture improves not only team dynamics, but also fosters motivation and a feeling of belonging.
Accountability also drives innovation and productivity. Employees who feel accountable for their goals are more creative, proactive and motivated to achieve results. Instead of waiting for directions, employees take the initiative to solve problems, push for continuous improvements, and problem-solve. Transparent goal-setting, regular feedback and check-ins all improve decision-making. Organisations can work more efficiently and effectively when individuals and teams understand their roles and responsibilities.
How companies can embed social accountability
How can you embed social accountability in your organisation or company? Building a culture that is accountable requires more than setting expectations. It also needs structure, support and constant reinforcement. Here are some suggestions to help you get started.
- Establish Clear and Achievable Objectives– Employees must always be able understand and articulate what they are expected to do and how their contribution aligns with the team and company’s objectives. We are all familiar with SMART goals, and this is not any different. The goals should be measurable, specific and time bound, giving employees a clear direction. When employees know what they’re working towards, it helps them to be proactive and take responsibility for their performance.
- Encourage regular check-ins– Accountability thrives in an atmosphere of continuous feedback. Employees can discuss their progress, overcome obstacles and refine their approach through regular one-on-ones, peer reviews and team meetings. These check-ins can become part of the company culture and encourage employees to take responsibility for their actions.
- Measure Progress– It is important to track goals and objectives in order for accountability to work. Transparent reporting, whether via dashboards, performance metrics or shared documents, helps employees understand how their contributions affect the larger picture. Open communication on individual and team performance fosters responsibility and aligns efforts with organisational goals.
- Lead From the Top– Leadership is clearly important in establishing a culture that values accountability. Leaders who are clear about their expectations, keep their commitments and show responsible behavior will find that the employees take notice. Managers who are actively involved in setting and achieving goals motivate their teams to follow suit. This top-down strategy ensures accountability is more than just a company expectation. It’s a core value. Even better, these goals should be made transparent. Everyone can work together when everyone knows what the goals are.
- Recognize and Reward Accountability — Positive reinforcement is the key to maintaining an accountability culture. Employees who take responsibility for their work and meet their goals, as well as those who support their co-workers, are rewarded. This fosters an environment of motivation. Rewards for accountability can be in the form of incentives, promotions or public recognition. This encourages employees to remain engaged and committed.
An Example of a Real-World Company Leading the Way
I’ve always been inspired by organizations that are committed to accountability. Organizations that have implemented structured goal-setting structures, like OKRs (Objectives & Key Results), report significant improvements in performance and engagement. Google is well-known for its use of OKRs and their celebration. They have helped their employees focus on the most important priorities and foster a transparent, accountable environment.
With uRoutine, my goal is to help businesses make social responsibility an everyday practice instead of an annual performance evaluation. Companies can create workplaces that are more productive by giving employees structured tools to track goals, be accountable and collaborate.
Looking ahead
Employee engagement doesn’t depend on bigger bonuses or trendy office spaces. The majority of people are aware. It’s about ownership, meaning and accountability, according to me. The organisations that get this concept will attract the best talent and foster the strongest cultures. They will also be the ones who achieve the greatest success.
Through uRoutine I am excited to help organisations create that future – where social responsibility isn’t only a corporate duty but a fundamental aspect of our work. When employees take ownership of their own success, businesses thrive. Let’s chat if you are a leader who wants to transform engagement within your organization. It’s time to start being accountable for the future of work.
The original version of this article Social Accountability is the Future of Employee Engagement appeared first on Human Resources News.
