Every two weeks we bring you opinion, news and research on Employee Engagement, Leadership and Organisational Performance, along with some thoughts on practical workplace applications.
Editorial: Get Radical with Engagement Surveys to Reap Business Benefits
As we know, the world of employee engagement is constantly shifting, as new methodologies and systems develop to enable more accurate measurement, and our understanding of the topic continues to grow through research and experience.
So it’s not news that the ‘traditional’ (annual or six-monthly) engagement survey is being used less often, with more emphasis on pulse surveys to get more frequent, targeted feedback.
Juha Huttunen, CEO at VibeCatch, suggests that even so, the “insights they produce can still run the very real risk of over-simplified analysis, which can be harmful for an organisation’s future performance.”
Huttunen’s company promote the idea of moving from engagement to ‘Quality of Work Life’ – which chimes well with where the Emenex extraMILETM model is leading us and with the current trend to shift from employee engagement to ‘employee experience’. Focused on aligning the organisation and employees towards a common purpose, it addresses issues of organisational Leadership, Infrastructure and Culture with each employees Motives, Efficacy and Personal Brand, creating a unique opportunity to maximise potential for both individual and organisation.
Huttunen raises two key questions:
- Are we measuring engagement so that if we improve we will improve productivity as well?
- Can we estimate by how much productivity improves if our engagement score improves by 1%?
Engagement has no value in and of itself; as a statistic in a report it is useless. It’s value comes only when it enables greater things to be achieved by individuals and organisations – when the energy and commitment that engagement produce are harnessed and directed to the common good.
Steve Short – Emenex
Blog: The Secret to My Success – Failure
I have a missed over 9000 shots in my career, I have lost over 600 games, on 26 separate occasions I was trusted to take the winning shot and missed. Over and over and over again I have failed. That is why I succeed.
The words of Michael Jordan, the most successful player in the game of basketball, define success through the lens of failure.
If that is what success looks like in the game of basketball, then each of us ought to be asking ourselves the question, what does success look like in my area of expertise?
Whether at work, at home or in the pursuit of a sport or interest Jordan’s record of success serves as a challenge to each of us to consider how willing we are to stretch ourselves beyond our comfort zone in order to be better prepared and able to deal with the challenges and opportunities that will present themselves in our career and personal lives.
Managing change is one of the most important skills that we can develop in both the workplace and our personal lives as it would seem that the only constant is change. Read more.
Alistair Aitchison – Emenex
What are the Big Benefits of Collaboration for Businesses?
In today’s fast-moving economy, being able to work effectively with different departments and business partners is essential.
Surely we need to collaborate in business, writes Adam Gale for Management Today. In fact, surely collaboration is the very essence of what business is. Name one thing that’s made a material difference to your firm that was entirely the result of one person acting in isolation. You’re likely to struggle.
This doesn’t just apply within your own business, but increasingly between them. Of course, some organisations are more collaborative than others, and they reap enormous benefits as a result. Better communication, stronger relationships within and between teams, a culture that allows ideas to flow in all directions rather than only from the top down – all of these are hallmarks of world class companies.
Internally, one of the biggest benefits is around employee engagement. Put simply, collaboration requires that workers are actively involved, not merely commanded. Their opinions are respected and their ideas are listened to.
The result is that in a collaborative organisation, employees want to come to work. This makes them more productive, less likely to leave and more likely to recommend working there. Not only does this mean you’ll have better access to talent, you’ll get more out of the talent you already have. As management thinker Professor Isaac Getz puts it, ‘it’s better to have 300 brains than one.’
U.S. Manufacturers are Killing Employee Engagement
The Filson Leadership Group, Inc. has released a special report detailing 17 engagement-quashing mistakes fostered by U.S. Manufacturers. In addition, the report describes surprisingly effective leadership countermeasures to rectify each mistake.
Many studies have demonstrated that for decades, efforts to cultivate one of the most important determinants of manufacturing success, employee engagement, have fallen short, creating a toxic engagement gap in the Industry. The reasons for the Gap’s persistence involve fundamental mistakes manufacturing leaders make in understanding engagement, cultivating it, and sustaining it.
The Special Report identifies these mistakes and offers practical ways manufacturing leaders can rectify them. It can be download from here.
How to be The Boss Everyone Wants to Work For
Quick, think about a great boss you had in your career. What made them great, asks Henna Inam for Forbes?
Chances are – she reckons – you thought about a boss who had your back. Likely it was also someone that helped you learn and grow. In her twenty years corporate career she was lucky to have three bosses who really stand out for her. Each of them were people who grew her by giving her tough challenges, but also helped her succeed in those challenges.
She sat down with Whitney Johnson to discuss how great leaders build people and teams. Johnson is an innovation and disruption theorist, an executive and performance coach, strategist, and the critically-acclaimed author of the recently published, Build an A Team. The full interview here.
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