Managing employee engagement in the strategy implementation process: The case from the natural gas industry

Jan Chadam, Ali Türkyılmaz

2020

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DOI 10.3233/hsm-200896
Data confidence 70 medium
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Abstract

BACKGROUND: Achieving a satisfactory level of engagement was a prerequisite for the implementation of a new strategy in organizations, which entailed a complex and costly investment program. OBJECTIVE: This paper presents an approach to managing employee engagement in a natural gas company. METHODS: The study involved in particular direct observation due to the fact that one of the authors of the article, during the implementation of the project, was a member of the company’s management board and the project team. The evaluation of the effectiveness of the implemented changes was verified with a survey by an external consulting company which was conducted annually over a period of 8 years on a group of about 1000 employees. RESULTS: By virtue of the conducted survey and practical consideration given to its results, it has become possible to radically increase employee engagement rates and, consequently, to implement a breakthrough strategy in the company. CONCLUSIONS: The analysis of research results leads to a clear conclusion that the execution of innovative projects - in the presented case, the company’s strategy - would not have been possible without a significant increase in employee engagement in the organization.