Emenex Weekly News

Each week we bring you news, opinions and research on Employee Engagement, Leadership and Motivation,  along with some thoughts on practical workplace applications.


 

 Employee Outlook Autumn 2015

CIPD Outlook: Employee Views On Working Life

The chartered Institute of Personnel and Development has released its latest Outlook report. Published twice a year the report provides longitudinal trends of how employees feel about work.  The current report shows a small change in overall job satisfaction and employee engagement. However there are significant generational differences, particularly in job satisfaction.  Younger generation fee far more dissatisfied and highlights how important it is recognise the differing needs and aspirations of different groups.  A one size fits all approach to all employees is no longer going to deliver long term results or retain your best people.

When it comes to employee engagement, levels of engagement in micro businesses are almost double what can be seen in large organisations.  One advantage of micro businesses is that everyone is clearly aligned to the purpose of the organisation, know exactly how they contribute and feel a real part of the business.  Communication and feedback is instant and relationships are close – and maybe sometimes fiery, but always with a genuine passion to make a difference.

That can be hard to replicate in large organisations with complex systems to manage performance and risk. However it can be possible to take on board some of the micro business lessons.  The key to this is quality of leadership from the line manager upwards.  Developing softer people skills and creating a golden thread to align organisational priorities and purpose with individual goals and performance will make a real deference in engaging more people with all of the benefits that ensue.

 


 It’s time to move beyond engagement.  Empower and align employees with organisational priorities to build a culture of high performance, well being and career satisfaction.  To learn more, call 03450 523 593


Blog: Of Journeys Destinations and Serendipity

chosing career path“If you don’t know where you’re going, any road will get you there.”

So wrote Lewis Carroll in Alice in Wonderland, showing his great ability to express profound truths with a few well-chosen words.  On any journey, if you just drive any road you come across, you’ll get somewhere – but will you know where you are? In education, if you simply study random topics you will undoubtedly learn something, but will it lead to any coherent body of knowledge on a given topic? Read More


Take Charge of your career, team or organisation by aligning individual goals with organisational priorities. To learn more, call 03450 523 593


Managers have more influence than CEOs (when It comes to engagement)

A study of 190 organisations conducted by Gallup has found that managers have a much greater influence on employee engagement than executives.   When Exec teams are engaged then employees are 39% more likely to be engaged. However,  when managers are engaged then employees are 59% more likely to be engaged.  Overall, the findings suggest that  70% of the variance in engagement can be explained by the levels of influence my managers.


Employee Engagement – The Evidence

Next week the UK industry movement Engage for Success have their 2015 Conference, entitled Engage or Bust!

So here’s a timely reminder first published in 2013 of The Evidence for how higher levels of engagement do lead to higher levels of productivity, and thus stronger business performance.

Research houses including IBM Kenexa have contributed valuable research to describe the UK picture overall. Download the full report here.

 


Are your happy workers disengaged?

Penny Loveless points out in this article that happiness does not automatically translate into engagement. Indeed, some survey questions that say they measure engagement actually measure happiness – not the same thing at all. As Loveless points out, engagement is an active state, whereas happiness is not.

So does it matter? Well, at emenex we think so! Take just one example that Loveless quotes: the University of Bath School of Management found 59% of engaged employees said their job brings out their most creative ideas, compared with 3% of those less engaged. Loveless suggests some things that can be done to create and sustain engagement, which are fairly standard and will come as no surprise to you if you’re involved at all in the area of engagement.

But the article is right to draw the distinction between happiness and engagement. That’s a drum we constantly beat at emenex, and it’s why we created our extraMILE survey to critically assess levels of engagement – not happiness –  in areas that matter to a business wanting to maximise its performance. To find out more about it,  call us today on 03450 523 593.


You Can’t Engage Employees by Copying How Other Companies Do It

Although we know that trust and commitment are essential for high individual and corporate performance, only a minority of companies have managed to buck this decline and have built companies worthy of the human spirit. So how do they do it?

This HBR article looks at what organisations with high levels of trust and commitment are doing right.

What doesn’t work? Incentives or other extrinsic rewards do not deepen bonds to an employer. Indeed there is a good deal of evidence that using such individual incentives actually creates self-interest, lowers trust, results in poor teamwork, and diminishes commitment.

What does work? A sense of purpose, real responsibility, meaning, caring, fairness, and authenticity have been shown to increase commitment.  Here are 4 principles that are common to companies that engender the trust and commitment of all those who work for them:

Principle 1: The CEO articulates and demonstrates living a “higher ambition” that articulates some meaningful contribution to the world so people feel their collective efforts will make a difference.

Principle 2: The organisation commits to support high individual and organizational performance by creating high standards of behaviour and performance and holding their employees accountable for them.

Principle 3: The organisation prevents the hierarchy from undermining performance. eg. when circumstances demand layoffs and cost cutting, senior management must take a significant cut in pay too.

Principle 4: The organisation works hard to sustain their culture through eg. employee engagement surveys,

To read the full article click here.


 About Emenex

We help you keep your people great.

Emenex helps organisations get the best from and for their people.  Organisations approach us when they have challenges with engagement, motivation, productivity, retention, talent management,  management development 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.

Emenex has a great track record in supporting organisations with consulting expertise, tools, resources and skills needed to deliver the required results.  The continued growth and development of both teams and individuals builds loyalty, commitment and engagement.  An organisation that has aligned its values, priorities, structures and resources is better able to meet future challenges leading to higher performance and customer satisfaction.

The result? Individuals and their organisation excel. 

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