Page 27 - Enterprise Engagement and ISO Standards eBook

Enterprise Engagement and ISO Standards

because the standard focuses extensively on analysis, assessment and measurement, this
may be a minor gap at most, and largely a matter of terminology.

Regarding engagement principles, ISO 10018 addresses many of the elements that logically
would be included in engagement standards for broader purpose. Based on research
analyzed by the EEA, more emphasis can be placed on purpose and meaning – a shared
purpose that is larger than profits, for example. Learning is addressed in the standard as a
means to competence, not to engagement (e.g., investment in employee development).

The largest gaps between the research analyzed and expert input used to create the EEA
Framework and what is included in ISO 10018 fall into three categories:

1. While there is some reference to engagement of stakeholders beyond employees in
10018, it is in passing and not well-articulated. An enterprise engagement standard
would describe the similarities and differences in various approaches to engaging key
stakeholders such as employees, customers, suppliers and partners, because employee
engagement has little value unless it benefits customers or other stakeholders.

2. Most of the principles of engagement and the process of their implementation are
described only in general and in insufficient detail to be actionable. While
communications, awareness, the role of leadership and the need to measure are
described in detail, principles such as recognition, driving innovation, shaping employee
attitudes (motivation) and the principle of inclusion are only summarily referenced and
described. A separate engagement standard likely would describe these principles in
much greater detail, along with more precise guidelines for implementation.

3. ISO 10018 does not address the imperative that engagement be embedded into an
organization’s culture – namely, that it be implemented uniformly across every division
and group, enterprise-wide, and reinforced through corporate values and
reward/recognition programs.

Summary

The ISO, particularly through its 9001 series of standards, has taken tremendous strides in
moving beyond product and manufacturing process standards to incorporate people
elements. Its standards addressing employee satisfaction and performance through better
acquisition, onboarding, communications, recognition, training and resourcing are advanced
and touch on many elements of employee engagement with at least a mention of other
stakeholder engagement.

Building on these achievements, the development of dedicated enterprise engagement
standards will fully articulate the rationale and specific implementation processes for
engagement throughout the enterprise and across multiple stakeholders.

Page | 25