Top management must reflect on the rules of engagement

Engagement. A term that at first glance brings to mind the 'rules of engagement', which in the military define the guidelines for the correct use of force. Perhaps outdated in today's conflicts, as one shoots first and then goes to see who is hit. Or the 'engagement bonuses', common in the world of sport, now also borrowed in the managerial sphere, given the remuneration packages put in place by leading companies to secure the best top managers. And then, more generally, when one wants to escape the English terminology in business, rather than engaged, one commonly speaks of a hired subject. A term that would indicate a category of people on whose consolidated commitment the company can rely. Now, recent data from Polimi's HR Innovation Practice Observatory, based on a large sample of companies and workers, show that only 17% are fully engaged. Although we know that there are many companies that carry out regular engagement surveys internally, for which the macro data may be more or less shared, this pitiless finding should make top management reflect on their people management policies. Looking both at the past, the present and especially the future. Starting with the past, we have witnessed an incredible five-year post-pandemic period, with companies scrambling to dispose of the promises in terms of people centricity that accrued under the emotional lockdowns. And employees rethinking their existential values and evaluating the change as an instinctive response to questions that would require challenging insights. And so, with '20 the great season of benefits begins. Companies that already had them reinforced them. Those without them chase them, who can choose from the vast catalogue of loyalty rewards. In addition, the concept of the fixed workstation falls away and companies design work around the person, accommodating schedules and location, with the laptop acting as a connector and counter. Retain and attract. Talent, as usual. Approving as such even young experts in new technologies, who have emerged as vital in a phase of explosion of innovation. Material aspects aimed at making corporate life more pleasant, which are appropriately accompanied and ennobled by the stimulating purposes, with which the wittiest companies wisely equip themselves. Turning now to the present, to imagine that in a meeting of five people there can only be one strongly motivated person can create perplexity and legitimise doubt as to the effectiveness of the interventions activated to resolve a malaise in the relationship between the individual and work, which appears to be profound. Nor is it helpful to blame young people for the disappointing response, considering that almost 40 per cent of workers are over 50. And moreover, some of them occupy positions of responsibility, which requires a decent level of motivation. A fragile picture, especially now when important values such as diversity, equity and inclusion are under attack and at the same time poorly defended. And where aggregating themes of sustainability are progressively being diluted, polluting the spirit of seductive purpose, to the silent complacency of many of those involved. There is a possible risk that that 17% will remain a souvenir photo of a period that was, after all, not so bad. And then the future. A big black hole, where the management of complexity is outclassed by that of the unknown, with the alternation, in syncopated succession, of inscrutable scenarios. Complicated and new subject matter, even for proven managers suffering from blameless unpreparedness. And now, faced with the prospect of having to face yet another change, the need not to lose reference points grows. "You will depend less on the future if you have the present in your grasp." Seneca. To paraphrase, having an organisation, a hired team, is the priority for top management today. Which must therefore be authentic, credible in its messages, deep in its understanding of people issues, sincerely committed to reducing pay gaps, reliable in its assertion that people come before profit. Clear rules of engagement to face unpredictable challenges compactly.

Honorary Chairman, Eric Salmon & partners