Each week we bring you news, opinions and research on Employee Engagement, Leadership and Motivation, along with some thoughts on practical workplace applications.
Why a New Pair of Jeans May Be More Compelling Than Employee Engagement
BlessingWhite recently conducted a mini survey to understand, “How engaging are engagement surveys?” The results were curious:
- Only 45% of individuals surveyed are very confident they know what an engagement survey is.
- 50% of those asked would rather complete a survey about an online purchase than respond to their company’s engagement survey. And nearly 25% of those surveyed didn’t even know what an Employee Engagement Survey was.
- A mere 39% don’t think their company’s engagement survey impacts long term organizational priorities.
What’s Going On?
Read the article in full. Follow BlessingWhite’s lead on ‘Back to the Basics – The ABC’s of Engagement’, and why – in a world of survey overload – when it comes to employee engagement, we must do more than simply, “check the box.”
I went to an open mic comedy night last week. It was a quiet weekday evening and the sparse audience consisted mainly of friends of the guys doing a turn. I can’t say I laughed out loud at any point but I had a great evening. Yes there were some dire jokes, but what made the evening so enjoyable was the passion of the people learning their chosen trade. Read more.
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
The Drivers of Employee Engagement
The UK-based Institute for Employment Studies – the IES – published a report into employee engagement way back in 2004. I was reviewing that report today, and was struck again by this: “The line manager clearly has a very important role in fostering employees’ sense of involvement and value – an observation that is completely consistent with IES’s research in many different areas of HR practice and employment, all of which point to the critical importance of the employee-manager relationship.”
The reason it struck such a chord with me is that this hasn’t changed at all since the publication of that report 12 years ago – even though the country has been through so many significant challenges and thinking about and understanding of employee engagement has moved on. At emenex, our experience shows just how vital the line-manager / employee relationship is – it is perhaps the key contributor to whether engagement levels are high or low. It’s certainly vital if employee engagement is to truly transform an organisation.
Have a look at the IES diagnostic model in the report summary here, which shows that link very clearly. What needs to change in your organisation to get that vital relationship working better?
Why John Deere Measures Employee Morale Every Two Weeks
Most large companies conduct an extensive employee survey every year or two to measure motivation or engagement. But this is not nearly frequent enough for companies facing fierce competition. Increasingly, companies need daily or weekly data on employee motivation to identify and fix motivational issues at the individual, team, and unit level.
John Deere’s marketing group has found such check-ins vital to staying competitive in its industry. By tracking the motivation, alongside such metrics as development speed and quality, teams within John Deere have achieved between a four- and eight-fold increase in productivity, significantly reducing the time it takes them to bring new products and features to market.
Without regular, frequent updates on the state of morale, most managers become aware of issues only when they show up in employee performance, or when the employee quits. At that point it is often too late or too difficult to address the motivation problem because then there are actually two problems that must be solved: the performance issue and the motivation issue.
The biweekly engagement survey is also useful for assessing team health. For example, whenever a new person joins the team or others leave it, the team dynamics change.
With all the evidence pointing to the importance of engagement, on the one hand, and the need for continuous innovation, on the other, companies need to understand the deep connection between the two dynamics and to ensure that their systems for measuring and improving both are aligned.
Harvard Business Review has the full story.
Simple Ways In Which Millennials Will Change Management
One interesting survey has recently been released by PwC. It suggests that the Millennial generation will completely ‘reshape’ the workplace. But what does that mean for management as we know it? From Engage for Success, here are 7 essential ways in which Millennials are predicted to change leadership culture and bring in a wave of new employee engagement techniques; and a link to PwC’s survey.
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