The HR leader’s contribution in an engaged organization

Survey uncovers six critical roles for HR practitioners
By Uyen Vu
|Canadian HR Reporter|Last Updated: 05/21/2006

Employee engagement is a singularly individual concept. Human resources policies may set standards across organizations and business strategies may build momentum for companies to move forward into markets. But engagement is built in individual moments — in the trusting relationship with the supervisor, in the day-to-day transactions with colleagues or customers that show the individual that he matters, and in the sense of satisfaction he gets from having gained and proven a new capability.

So given the fact the HR leader isn’t involved in these countless points of interaction where trust and meaning are built or lost, how does she play a role in making sure that, across multiple locales and offices, the vast majority of employees each feel that unique bond with the organization and its success?