EMPLOYEE ENGAGEMENT TOOLKIT 1

Employee Engagement Toolkit: Implementation of UWES at AGL Glazing

Deepti Mishra, Dilcia Amaya

Department of Leadership, Trinity Western University

LDRS 617: Employee Engagement and Stewardship

Dr. Daryl Page

March 3rd, 2024

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In today’s diverse workplaces, a constant need for employees to feel connected to the

organization and their role is ever-present. Employers struggle with the challenge of elevated

levels of demotivation, which invariably lead to low performance among the workforces.

This internal discord deters the organization, harnessing its financial results, if not adequately

addressed. Numerous organizations have empirically implemented internal policies and

practices in attempt to bridge this gap, resulting in unsuccessful attempts.

This paper presents how employee engagement is indispensable in modern

organizations, and the essential practical tools, policies, and leadership approach to

accomplish it. As the company’s performance is highly linked to the quality of its people,

modern organizations are focusing on improving employee engagement and satisfaction. The

human capital, as emphasized by Truss et al. (2014), is increasingly more important today

than it was in the past, and modern organizations need employees who are able and willing to

invest in their jobs psychologically. High employee engagement results in high productivity,

efficiency, and innovation; in addition to trust, job satisfaction, and open communication.

This paper serves as a guide to navigate the path toward a culture that values an engaged and

motivated workforce.

Company Overview: AGL Glazing Inc.

Established in Surrey, British Columbia, AGL Glazing Inc. has been a reliable

business in the glazing sector with over 25 years of experience. The company is a leading

supplier of products specified to close the building envelope, such as custom-engineered

curtain wall and window wall, architectural aluminum windows, storefront systems,

aluminum doors, skylights and architectural glass. AGL Glazing Inc. pioneered the use of

insulated glass and created door systems that open entire walls to the beauty of the outdoors,

posing the business as a leader in the fenestration industry (AGL Glazing).

Mission
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To provide innovative solutions and high end, unrivalled product to our customer who

trust us and provide their unconditional support for decades in the glazing industry, exceeding

customer expectations and driving sustainable growth (AGL Glazing).

Vision

To be a leader in the industry, known for the commitment to excellence and customer

satisfaction (AGL Glazing).

Core Values

Customer Centric Approach, Research and Development, Team Coordination, Time

Management, Integrity, Collaboration, Continuous Improvement (AGL Glazing).

Main Objective

According to Truss et al. (2014), engagement is a blend of three core concepts: job

satisfaction, commitment to the organization, and extra-role behavior. Furthermore, Truss et

al. (2014) emphasize that everyday connotations of engagement refer to involvement,

commitment, passion, enthusiasm, absorption, focused effort, zeal, dedication, and energy.

Successful organizations recognize that a key driver for high performance lies in the level of

engagement and loyalty exhibited by their employees. As AGL Glazing Inc. aims to provide

an excellent and customer-centric service, it requires highly engaged employees to portray

the company’s values in the face of customers, and therefore significantly contribute to the

financial results of the company. Engaged employees to the organization and the role they

perform, are notably more efficient, productive, and motivated toward achieving

organizational goals (Truss et al., 2014).

The main objective of this plan is to incentivize AGL Glazing Inc.’s leadership to

experience the beneficial outcomes of investing in employee engagement, rather than relying

merely on motivation programs. While motivation can way and wane, engagement leads to a

consistent level of performance in employees (Marciano, 2010). By utilizing practical tools,

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knowledge, and leadership techniques, the company will increase employee satisfaction and

loyalty, hence improving the business overall performance.

Methodology and Process for Attaining Information

AGL Glazing Inc. will employ various methods to attain information on employee

engagement. This will include implementing Annual UWES Surveys, Quarterly Pulse

Surveys, Focus Group Discussions, Individual Interviews, Feedback Loops, and Follow-Up

sessions. These methods will enable the organization to gather both quantitative and

qualitative data on engagement levels, satisfaction, and areas for improvement (Schaufeli &

Bakker, 2004).

The measurement of engagement at AGL Glazing Inc. will be guided by Truss. The

organization will utilize the Utrecht Work Engagement Scale (UWES) instrument to measure

various dimensions of engagement, including vigor, dedication, and absorption (Truss et al.,

2014). This will allow for a comprehensive assessment of employee engagement levels and

will enable leaders to identify trends and patterns over time.

Furthermore, incorporating the RESPECT drivers and TAO factors into its

engagement strategy, AGL Glazing Inc. aims to create a workplace culture that prioritizes the

holistic well-being of its employees and fosters a sense of belonging and fulfillment.

Implementation Plan

Yearly Surveys

The yearly surveys aim to assess overall engagement levels among employees at AGL

Glazing Inc. Surveys will be distributed annually to all employees, utilizing instruments like

the Utrecht Work Engagement Scale (UWES) to measure various dimensions of engagement.

For example, questions in the survey might include statements like "I feel enthusiastic about
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my work" or "I am proud of the work I do." Employees will rate these statements on a scale

to provide quantitative data on their engagement levels.

Quarterly Check-Ins

Quarterly check-ins provide regular opportunities for managers and employees to

discuss progress, address concerns, and foster open communication. Managers will schedule

one-on-one meetings with each employee quarterly to discuss performance, goals, and any

challenges they may be facing. During check-ins, managers can derive inspiration from

Servant leadership (Greenleaf, 1970) by adopting active listening techniques to understand

employee concerns and provide support. They can also offer feedback and recognition for

achievements.

Employee Orientation

Employee orientation sessions aim to familiarize new hires with servant leadership

principles and organizational values from the outset. Orientation sessions will be conducted

for all new employees, led by HR or senior leaders, to introduce them to the company culture,

mission, and values. During orientation, new hires will learn about the importance of serving

others, fostering collaboration, and promoting a culture of empathy and compassion

(Northouse, 2021). They will also receive training on company policies and procedures.

Leadership Training

Leadership training programs are designed to equip managers with the skills

necessary to lead with a servant mindset. Training sessions will be conducted periodically for

managers at all levels, focusing on key competencies such as empathy, humility, and

empowerment. Training modules may include topics such as active listening, conflict

resolution, and employee development. Managers will learn how to build trust, inspire

motivation, and foster a sense of community and purpose among their teams (Northouse,

2021).
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Culture Recognition Initiatives

Culture recognition initiatives aim to celebrate and reinforce behaviors aligned with

servant leadership values. Various recognition programs and initiatives will be introduced to

acknowledge employees' contributions and reinforce desired behaviors. Recognition

programs may include employee of the month awards, peer-to-peer recognition platforms,

and team-based rewards and incentives. These initiatives will celebrate acts of service,

empathy, and collaboration, fostering a positive work environment.

Key Themes: Practical Tools and Leadership Techniques

Employee Engagement through Servant Leadership

Servant leadership constitutes an effective tool to increase employee engagement in

AGL Glazing Inc. This unique approach argues that leaders should put followers first, share

control with followers, and embrace their growth. It is the only leadership approach that

frames the leadership process around the principle of genuinely caring for others (Northouse,

2021).

Servant leadership can be amply applied at all levels of management and in all types

of organizations. An explanatory mechanism for the relationship between servant leadership

and positive outcomes may be the quality of the working relationship between leaders and

followers. Followers view their servant leaders positively and respond with higher

performance and engagement if they have a good relationship with those leaders (Northouse,

2021).

Creating this good relationship between leaders and employees requires willingness

and commitment from the AGL Glazing Inc.’s team in adopting the servant leadership

principles and values. The senior leadership must understand and believe that caring for their

employees will produce higher engagement levels, hence an overall performance

improvement for the organization. A key distinction in servant leadership research is the
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consideration of multiple stakeholders, including employees, organizations, customers,

communities, and societies, and the outcomes that result (Northouse, 2021). In summary,

servant leadership principles positively impact all involved.

The first step to increase employee engagement through servant leadership is the

evaluation and assessment of deep-rooted values and behaviors in the organization.

Understanding how much AGL Glazing Inc.’s culture aligns with the servant leadership

approach will give a clear view of the organization’s current stand and how much effort it is

required for change. This will identify cultural strengths to build upon and potential

challenges to address. A leadership instrument used to measure servant leadership in

managers is the Servant Leadership Questionnaire (SLQ). It is a 28-item scale that measures

7 major dimensions of servant leadership: conceptualizing, emotional healing, putting

followers first, helping followers grow and succeed, behaving ethically, empowering, and

creating value for the community (Northouse, 2021).

Once the assessment is finished by all managers, AGL Glazing Inc. must carefully

analyze to redefine the principles and values expected from its organizational leaders. This

new leadership set of values and behaviors must include the characteristic behaviors of a

servant leader. As highlighted by Northouse (2021), the following 10 characteristics of

servant leadership represent Greenleaf’s seminal work on the servant as leader.

Listening. Servant leaders listen first. By listening, they acknowledge the viewpoint of their

employees and validate their perspectives.

Empathy. Servant leaders demonstrate that they understand what their employees are

thinking and feeling, making them feel heard and unique.

Healing. Servant leaders care about the personal well-being of their employees, helping them

overcome personal problems.

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Awareness. Servant leaders understand themselves and the impact they have on others,

analyzing the greater context of the physical, social, and political environments.

Persuasion. Servant leaders create change using gentle nonjudgmental arguments; it has a

strong emphasis on persuasion over coercion.

Conceptualization. Servant leaders are visionaries, providing a clear sense of their goals and

direction. They respond to complex organizational problems in creative ways.

Foresight. Servant leaders can predict what is coming based on what is occurring in the

present and what has happened in the past.

Stewardship. Servant leaders accept the responsibility to carefully manage the people and the

organization entrusted to them.

Commitment to the growth of people. Servant leaders are committed to helping each

employee grow personally and professionally, placing value on them that goes beyond the

employee’s contributions to the organization.

Building community. Servant leaders build community to provide a place where employees

feel safe and connected with others, and free to express their individual ideas.

To implement this new servant leadership model, AGL Glazing Inc. must educate its

leadership and staff. Create a one-day training session where all managers come together to

learn in more depth and with face-to-face discussions about servant leadership and employee

engagement, and most importantly reflect on their real-life experiences in the organization

regarding this matter. Another key educational activity is creating online individual training

sessions for managers using free eLearning platforms, such as Talentlms or Connecteam.

This eLearning sessions must include servant leadership principles, benefits, and real-life

scenarios on how to apply them. The sessions must be short and practical with a 15-minute

duration and must be provided periodically every month for continuous training and

development. Furthermore, on a weekly basis, senior leadership must create a 15-minute

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reading club with its direct reports. Reading servant leadership books will enhance

knowledge and promote reflection, hence leadership growth will be accomplished.

AGL Glazing Inc.’s leadership must develop a shared vision and organizational

culture among its leaders that emphasizes skills and behaviors associated with servant

leadership, ensuring alignment to guide decision-making and actions. As presented by Alverà

(2017), a culture of fairness makes employees and successful organizations happy. Human

resources team must include servant leadership principles in its policies for recruitment,

promotion, recognition, and exiting processes. Leaders must commit to providing employees

with opportunities for career development, helping them develop new work skills, taking a

personal interest in their ideas, and involving them in decision making (Spears, 2002).

One vital mechanism is to incentivize leaders to have regular one-on-one sessions

with their team members. Promoting this continuous feedback will encourage an

improvement mindset in servant leadership practices. These 30-minute one-on-one sessions

must be held at least once a month to address operational issues, increasing connection and

trust.

Furthermore, it is crucial to evaluate if the vision, policies, training, and feedback are

having real impact on employee engagement. Leaders must develop KPIs (Key Performance

Indicators) to measure the effectiveness of the servant leadership model on employee

satisfaction and overall organizational performance. This continuous evaluation enables

leaders to celebrate successes, address concerns and resistance, and adapt the model to the

evolving needs of the organization.

Contribution of RESPECT Drivers in Employee Engagement

In the book, Carrots and Sticks Don’t Work, Dr. Paul Marciano introduced the

RESPECT Model which identifies seven critical drivers that influence employees’ internal
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assessment of respect and subsequent engagement which are Recognition, Empowerment,

Supportive feedback, Partnership, Expectations, Consideration and Trust (Page, 2014).

AGL Glazing Inc. will take pride in acknowledging and celebrating the valuable

contributions of its employees. To ensure that every individual feels appreciated, the

company will implement various recognition programs. For instance, in addition to

traditional employee of the month awards, the company will host quarterly recognition events

where team members can nominate and applaud their peers for outstanding efforts. This will

not only boost morale but also foster a sense of companionship and appreciation among

colleagues.

Empowerment will lie at the core of the organization’s philosophy. Through

specialized leadership training programs, employees will be equipped with the skills and

confidence to take ownership of their work and drive positive change. For example, the

company will conduct workshops on agile project management, empowering team leaders to

make swift, informed decisions and adapt to changing project requirements. By nurturing a

culture of autonomy and innovation, they will encourage employees to explore new ideas and

initiatives that contribute to the company's growth.

AGL Glazing Inc. will be deeply committed to cultivating a supportive and inclusive

workplace environment. As part of its diversity and inclusion initiatives, the company will

organize regular diversity awareness workshops and cultural sensitivity training sessions.

Additionally, they will offer flexible work arrangements and mental health resources, such as

employee assistance programs and stress management workshops, to support the holistic

well-being of its employees. By promoting a culture of respect and acceptance, the firm will

ensure that every individual feels valued and respected.

Collaboration will be at the heart of company’s success. To encourage teamwork and

cooperation, the company will organize cross-functional project teams and collaborative
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problem-solving sessions. For instance, employees from different departments will come

together for weekly brainstorming sessions to ideate solutions to common challenges. By

leveraging each other's strengths and expertise, the entity will foster a culture of collective

achievement and continuous improvement.

AGL Glazing Inc. will set clear expectations for performance, behavior, and values to

align with its organizational mission and goals. To reinforce these expectations, the company

will conduct regular performance evaluations and feedback sessions. For instance, managers

will provide constructive feedback and recognition during monthly one-on-one meetings with

their team members, helping them understand their strengths and areas for improvement.

Promoting transparency and accountability will ensure that employees are aware of their role

in contributing to the company's success.

Open communication will be a cornerstone of the workplace culture. To facilitate

dialogue and information sharing, the company will host monthly town hall meetings where

employees can voice their ideas, concerns, and suggestions directly to senior leadership.

Additionally, the leaders will maintain an open-door policy, encouraging employees to

approach their managers with any questions or feedback they may have. By creating

platforms for open and transparent communication, the company will foster a sense of trust

and collaboration among its employees.

To build trust among employees, the company will emphasize integrity, transparency,

and accountability in all its interactions. For example, AGL Glazing Inc. will conduct regular

ethics training sessions to reinforce its commitment to ethical conduct and corporate

governance. Additionally, the company will promote a culture of recognition and

appreciation, publicly acknowledging employees who exemplify the company's values.

Demonstrating trustworthiness and reliability will foster a work environment where

employees feel confident in their leaders and colleagues.

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Role of TAO factors of Loyalty in Employee Engagement

In addition to the RESPECT drivers, AGL Glazing Inc. also embraces the Rao’s

(2006) TAO factors of loyalty as guiding principles in its engagement efforts. The Tao

factors of loyalty, derived from the principles of Taoism, offer valuable insights into fostering

a workplace culture where employees feel connected, valued, and motivated. This essay

further explores how the Tao factors of loyalty contribute to enhancing employee engagement

in modern organizations.

At the heart of employee engagement lies trust—a fundamental principle of the Tao

factors (Rao, 2006). Trust forms the foundation of strong relationships between employees

and their organization. When employees trust their leaders and colleagues, they are more

likely to feel secure, supported, and motivated to contribute their best efforts. Trust fosters

open communication, transparency, and a sense of psychological safety, enabling employees

to express themselves freely and take calculated risks without fear of repercussion. By

prioritizing trust, organizations create an environment where employees feel valued and

respected, leading to higher levels of engagement and commitment.

In servant leadership approach, authenticity is another key component which

resonates with the Tao factors which play a crucial role in employee engagement. As per

Northouse (2021), authentic leaders and organizations uphold integrity, honesty, and

transparency in their interactions with employees. When leaders demonstrate authenticity,

employees are more likely to trust their intentions and align themselves with the

organization's values and objectives. Authenticity encourages open dialogue, fosters genuine

connections, and creates a culture where individuals feel comfortable being themselves.

Employees who feel that they can bring their authentic selves to work are more engaged,

creative, and committed to achieving organizational goals.

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Embracing openness is essential for fostering employee engagement within

organizations. Openness encourages the free flow of ideas, feedback, and information across

all levels of the organization. When leaders and managers are receptive to input from

employees, it fosters a sense of ownership and empowerment among the workforces. Open

communication channels enable employees to voice their opinions, share their insights, and

contribute to decision-making processes. By promoting openness, organizations demonstrate

a commitment to inclusivity, collaboration, and continuous improvement, which are essential

drivers of employee engagement.

Job satisfaction, a Tao factor of loyalty (Rao, 2006), is closely linked to employee

engagement. Employees who derive satisfaction from their work experience higher levels of

engagement, motivation, and job performance. Organizations can enhance job satisfaction by

providing meaningful work, opportunities for growth and development, and a supportive

work environment. When employees feel fulfilled and challenged in their roles, they are more

likely to be emotionally invested in their work and committed to achieving organizational

objectives.

Clear role outcomes are essential for promoting employee engagement and

productivity. Employees need a clear understanding of their roles, responsibilities, and

performance expectations to effectively contribute to organizational success. When roles are

well-defined and aligned with employees' skills and interests, it enhances their sense of

purpose and accomplishment. AGL Glazing Inc. can promote role clarity by providing

regular feedback, setting realistic goals, and offering opportunities for skill development and

advancement. Clear role outcomes empower employees to take ownership of their work,

leading to higher levels of engagement and job satisfaction.

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Conclusion

In conclusion, the engagement toolkit proposed for AGL Glazing Inc. encompasses a

multifaceted approach aimed at fostering a culture of engagement, trust, and loyalty within

the organization. By leveraging practical tools, leadership techniques, and key principles such

as servant leadership and the TAO factors of loyalty, AGL Glazing Inc. can create an

environment where employees feel valued, supported, and motivated to excel.

Through the implementation of servant leadership principles, AGL Glazing Inc. aims

to prioritize the well-being of its employees, promote open communication, and build trust at

all levels of the organization. By listening, empathizing, and empowering employees, leaders

can foster a culture of collaboration, authenticity, and continuous improvement.

Furthermore, the incorporation of the RESPECT drivers and TAO factors of loyalty

into the engagement strategy underscores AGL Glazing Inc.'s commitment to creating a

supportive and inclusive workplace culture. By recognizing and appreciating employees'

contributions, providing opportunities for growth and development, and fostering openness

and transparency, the organization can enhance employee satisfaction and loyalty.

The methodology and process for attaining information on employee engagement,

including surveys, check-ins, and feedback loops, will enable AGL Glazing Inc. to measure

the effectiveness of its engagement initiatives and make data-driven decisions to drive

continuous improvement.

Overall, by investing in employee engagement and embracing servant leadership

principles and the TAO factors of loyalty, AGL Glazing Inc. can create a workplace where

employees feel motivated, empowered, and inspired to contribute their best, ultimately

driving organizational success and achieving its mission and vision.

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References

AGL Glazing. https://www.aglglazing.com/. Accessed 3 March 2024.

Alverà, M. (2017). The surprising ingredient that makes businesses work better

[Video file]. TED@BCG Milan.

https://www.ted.com/talks/marco_Alvera_the_surprising_ingredient_that_makes_businesses_

work_better

Greenleaf, R. K. (1970). The servant as leader. The Greenleaf Center for Servant

Leadership. https://www.greenleaf.org/what-is-servant-leadership/

Marciano, P. (2010). Carrots and sticks don’t work. McGraw Hill.

Northouse, P. G. (2021). Leadership: Theory and Practice - International Student

Edition (9th ed.). SAGE Publications, Inc. (US).

https://bookshelf.vitalsource.com/books/9781071856567

Rao, A. (2006). The Tao of Loyalty: Winning with Employees. Sage.

Spears, L. C. (2002). Tracing the past, present, and future of servant-leadership. In L.

C. Spears & M. Lawrence (Eds.), Focus on leadership: Servant-leadership for the 21st

century (pp. 1–16). New York, NY: Wiley.

Truss, C., Delbridge, R., Alfes, K., Shantz, A., & Soane, E. (2014). Employee

engagement in theory and practice. Taylor & Francis Group.

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Appendix

Servant Leadership Questionnaire

Purpose: The purpose of this questionnaire is to examine the servant leadership

behaviors you exhibit.

Instructions: Have a friend, colleague, or classmate read each item carefully and use

the following 7-point scale to indicate the extent to which they agree or disagree with the

following statements as they pertain to your leadership. In these statements, “the leader” is

referring to you in a leadership capacity.

Key: 1 = Strongly disagree 2 = Disagree 3 = Disagree somewhat 4=

Undecided 5 = Agree somewhat 6 = Agree 7 = Strongly agree

1. Others would seek help from the leader if they had a personal problem.

1 2 3 4 5 6 7
2. The leader emphasizes the importance of giving back to the community.

1 2 3 4 5 6 7
3. The leader can tell if something work-related is going wrong.

1 2 3 4 5 6 7
4. The leader gives others the responsibility to make important decisions about

their own jobs.

1 2 3 4 5 6 7
5. The leader makes others’ career development a priority.

1 2 3 4 5 6 7
6. The leader cares more about others’ success than their own.

1 2 3 4 5 6 7
7. The leader holds high ethical standards.

1 2 3 4 5 6 7
8. The leader cares about others’ personal well-being.

1 2 3 4 5 6 7
9. The leader is always interested in helping people in the community.

1 2 3 4 5 6 7
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10. The leader is able to think through complex problems.

1 2 3 4 5 6 7
11. The leader encourages others to handle important work decisions on their own.

1 2 3 4 5 6 7
12. The leader is interested in making sure others reach their career goals.

1 2 3 4 5 6 7
13. The leader puts others’ best interests above their own.

1 2 3 4 5 6 7
14. The leader is always honest.

1 2 3 4 5 6 7
15. The leader takes time to talk to others on a personal level.

1 2 3 4 5 6 7
16. The leader is involved in community activities.

1 2 3 4 5 6 7
17. The leader has a thorough understanding of the organization and its goals.

1 2 3 4 5 6 7
18. The leader gives others the freedom to handle difficult situations in the way

they feel(s) is best.

1 2 3 4 5 6 7
19. The leader provides others with work experiences that enable them to develop

new skills.

1 2 3 4 5 6 7
20. The leader sacrifices their own interests to meet others’ needs.

1 2 3 4 5 6 7
21. The leader would not compromise ethical principles in order to meet success.

1 2 3 4 5 6 7
22. The leader can recognize when others are feeling down without asking them.

1 2 3 4 5 6 7
23. The leader encourages others to volunteer in the community.

1 2 3 4 5 6 7
24. The leader can solve work problems with new or creative ideas.
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1 2 3 4 5 6 7
25. If others need to make important decisions at work, they do not need to

consult the leader.

1 2 3 4 5 6 7
26. The leader wants to know about others’ career goals.

1 2 3 4 5 6 7
27. The leader does what they can to make others’ jobs easier.

1 2 3 4 5 6 7
28. The leader values honesty more than profits.

1 2 3 4 5 6 7

Scoring

Add up the scores for 1, 8, 15, and 22. This is your score for emotional healing.

Add up the scores for 2, 9, 16, and 23. This is your score for creating value for the

community.

Add up the scores for 3, 10, 17, and 24. This is your score for conceptual skills.

Add up the scores for 4, 11, 18, and 25. This is your score for empowering.

Add up the scores for 5, 12, 19, and 26. This is your score for helping followers grow and

succeed.

Add up the scores for 6, 13, 20, and 27. This is your score for putting followers first.

Add up the scores for 7, 14, 21, and 28. This is your score for behaving ethically.

Scoring Interpretation

The scores you received on the SLQ indicate the degree to which you exhibit the seven

behaviors characteristic of a servant leader. You can use the results to assess areas in

which you have strong servant leadership behaviors and areas in which you may strive to

improve. Based on the responses of the person who filled out this questionnaire on your

leadership, the following scores for each category can be broken down as follows:
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High range: A score between 23 and 28 means others believe you strongly exhibit this

servant leadership behavior.

Moderate range: A score between 14 and 22 means others believe you tend to exhibit

this behavior in an average way.

Low range: A score between 4 and 13 means others believe you exhibit this leadership

behavior below the average or expected degree.

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