by Jeff Corbin | October 20, 2015

hr.blr-logoIn Fortune’s most recent 100 Best Companies to Work For list, it was determined that one of the most significant trends among the companies making the cut, was a superior culture that each company creates for its employees. Given what we know about the current state of employees from The Gallup Organization—that less than one-third of U.S. workers are engaged with their jobs—creating that unique and satisfying company culture can be a difficult feat to achieve.

Companies are undertaking numerous and creative tactics as well as implementing strategies aimed to improve employee morale and enhance engagement. These can include providing free lunches to extra vacation days; flex benefits and telecommuting opportunities. Yet, despite the myriad of programs, perks, and bonuses companies offer their employees, many still fail to engage and retain them.

So who should be responsible for this? Well, the buck really stops at the CEOs desk. He or she is the one who needs to lead and be concerned about whether his or her employees are ultimately engaged, happy, and productive. In a recent article in The Wall Street Journal it was reported that based on a survey of Twitter employees in 2014, the Company’s CEO, Jack Dorsey was directly responsible for how his employees felt about their job.

The CEO definitely needs to oversee and take responsibility for the well-being of his team. However, in larger organizations, this may not be practical on a day-to-day basis. This is where members of the human resource team get involved and begin initiating and deploying creative and hopefully effective engagement programs.

But there’s more to engagement than just perks and activities. Communication is equally as important; and depending on the frequency and quality of what is said and how it is said, can play an important role in improving and enhancing employee engagement and satisfaction.

In theEMPLOYEEapp’s 2015 Mobile Trends in the Workplace survey, of the more than 200 employees surveyed, 68% said they feel that the frequency of communication by their employer directly impacts their job satisfaction. In addition, the survey found that 62% of employees feel that the methods used to communicate affects engagement.

Considering this, corporate and internal communication departments of organizations also need to be actively involved in the employee engagement process. At times, this can come easily to some organizations, particularly smaller ones, where the HR and communication departments work in the same office or where the job function is actually handled by the same person.

However, in many instances, this isn’t the case. For many enterprises, corporate communication and HR sit in different physical locations and also have their own budgets. While their intentions may be good, the practicality of working together may prove difficult. And, unfortunately, in some instances, personality and egos influence the wrong outcome.

Considering the Twitter example above, this is where the C-Suite can help. At the end of the day, a company’s success depends on its employees. To the extent they are not engaged and job satisfaction is lacking, this impacts everyone’s success.

Regardless of the size or location of an organization, HR and communication need to cooperate and work in simpatico. Stated a different way, part of the HR function now includes communication and vice versa. Both HR and corporate communication have a common goal—ensuring the utmost in employee engagement and satisfaction. By working together, everyone can succeed.

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