Each week we bring you our views on the latest published news and research on the topics of Employee Engagement, Leadership and Motivation, together with some thoughts on their practical application.
Research from Deloitte points to an increasing gap between an organisation’s needs and its workforce capabilities. People related issues – talent management, career development, leadership, engagement all dominate the most important and urgent issues facing organisations today. This is reflected in research released by MIT Sloan this week that emphasises the lack of focus in developing employees. It seems that investment is not an issue, rather what the development is designed to address. According to MIT, development needs to be aligned with strategic organisational priorities. This is something that we have learned at emenex through working with organisations using our extraMILE Framework. There is often a lack of clarity when it come to clarifying strategic priorities and effectively communicating them throughout the organisation. This results in actions and decisions that can make life more difficult on the shop floor and leave managers trying to juggle competing or contradictory messages.
It is surprising to find Diversity and inclusion as the least important issue right now, and the pressure on employees to be productive has never been higher. Do organisational leaders not see these issues? I’m certain they do, but perhaps some fail to see that the most and least important issues are one and the same. Empowering employees to take charge of their development and aligning it with strategic priorities develops leadership, helps employees to regain control of their performance and develops an inclusive culture.
Do you want your managers to be more engaging in the way they lead and manage their teams? We help by providing them with the tools, skills and support to align the expectations of their employees with their priorities and needs. Please contact us today on 08450 523 593.
What’s the Power of a Well Defined Company Culture?
In this week’s blog post I’ve taken a look at the recent set of comments and articles about Amazon’s working practices and asked some points about something that I think is most worthy of consideration by those of us who aren’t employed at Amazon. And that’s its Culture.
You can read it here.
Take a look at the Take Charge of Your Career Workshop and see how to empower your employees and change your culture for the better.
MacLeod and Clarke’s Concept of Employee Engagement: An Analysis Based on the Workplace Employment Relations Study
One criticism of MacLeod and Clarke’s work (Engaging for Success: enhancing performance through employee engagement) is that in developing their model of employee engagement and the enablers, they relied largely on case studies with employers and discussions with practitioners, rather than on statistical analysis.
In an interesting piece of research, ACAS asked: Does WERS 2011 (Workplace Employment Relations Study) back it up? In order to test MacLeod and Clarke’s model, the ACAS writers looked at the relationship between the four Enablers of Engagement (Strategic Narrative, Engaging Managers, Employee Voice and Integrity) and some commonly used indicators of engagement; organisational commitment, discretionary effort and sense of achievement at work.
This analysis supports MacLeod and Clarke’s model of the Enablers of Engagement, in that each of them show a positive relationship with organisational commitment in the 2011 WERS. Read the full report for all the details.
From emenex’s perspective, it all helps to show that the issue of employee engagement – and the need to take action to raise it – is still as important as ever.
Case Study: Implementing a ‘Martini Culture’ – Consumer Intelligence Limited
In July 2013 the CEO of this company charged its newly appointed Head of Talent with implementing a ‘Martini Culture’ – interpreted as ‘working any time, any place, anywhere’. She developed a vision of an organisation where employees were free to work where and when they were most productive. The aim was to develop and maintain the innovative, start-up like culture that the company had, with a view to significant future growth.
The primary challenge for the senior team was to agree to manage people as though they trusted them.
During a 3 month trial, employees gained flexibility around core hours and decided what outputs they wanted to achieve. Their manager’s role was to coach, enable and support them to achieve those goals, and they received skills training to do that plus 1-2-1 coaching and support from the Head of Talent.
The trial was a success, and there were no major challenges in terms of behaviour or performance.
Read the full story from Engage for Success and learn more about the challenges, benefits and lesson learned.
4 Reasons you need an Employee Engagement Initiative
Gallup calculates that disengaged employees cost companies $68 billion every year due to critical factors like lowered productivity and high turnover, confirmed by the Hay Group research that found companies with employees who are highly engaged produce more than twice as much revenue as comparable companies with flailing engagement levels.
As a result Dale Carnagie suggest four reasons to treat your employees like gold:
- Their engagement encourages others
Employees who believe in the mission of the company are loyal, and breed that feeling among others around them.
- They are your soldiers on the ground
Whether you’re a small business owner with 40 employees or a CEO of a Fortune 500 company, you have a mission, and your employees are the people you rely on to carry it out.
- They have skills your company needs
Your employees are the asset that supply skills your company requires to function effectively . Until we figure out how to program with robots with softer skills like managing people, you can’t afford to lose this asset.
- They act as organic marketing
If you have fully engaged employees, everywhere they go they function as free advertising for your organization.
We help you make your people great.
Emenex enables organisations to get the best from and for their staff. Leaders approach us when they have challenges associated with motivation, productivity, retention, talent management and succession planning. They know that addressing these critical issues delivers higher levels of profit, productivity and customer satisfaction. They also know that a more progressive solution is required – one that delivers above and beyond expectations and enhances their brand with customers and staff alike. The solution our clients are choosing to implement is the extraMILETM Employee Engagement Programme.
The extraMILETM Employee Engagement Programme delivers all the tools and skills leaders need to clearly define and communicate organisational priorities to employees. For employees, it ensures they are prepared and able to align their personal and career goals to the priorities of the organisation. The continued growth and development of both teams and individuals builds loyalty, commitment and engagement. It builds an organisation better able to meet future challenges and leads to higher performance and customer satisfaction.
The result? Individuals and their organisation excel. Get in touch to find out more.