Each week we bring you news, opinions and research on Employee Engagement, Leadership and Motivation, along with some thoughts on practical workplace applications.
Employee Engagement, Talent, Compliance (Concerns of Midsized Businesses)
According to the ADP 2015 Midsized Business Owners Study, there are key differences between the concerns of midsized businesses this year, compared to last year.
Employee engagement, talent retention and regulatory compliance “emerged” as key trends in this year’s study results, whereas in the 2014 Midsized Business Owners Study, the key trends were health care benefits costs and the Affordable Care Act.
Blog: Organisational Transformation
Now, more than ever, is the time for organisational transformation. As businesses change, so the structure and culture need to change. However, what should a good change plan include? Everyone knows what a good business plan looks like, but when confronted with the need for a good change plan you might find that opinions will vary depending on one’s position.
The CEO of a company facing transformational change must be the driver and facilitator of just this sort of ‘conversation’ – without it, no change programme will stay focused, integrated, and in balance.
Listening to the news last week, I was very disappointed to learn about Reading University and how they had spent £36 million on consultants to look to improve the structures and processes that underpin the University’s professional and administrative support activities, with a focus on standardising and improving services, as well as reducing costs. Reducing costs? Really? 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
How Working in Teams Builds Employee Engagement
One of the best outcomes from building a cohesive team, suggests Meredith Falb, is the positive effect it can have on employee engagement. Read the full article here for details and examples. She offers four reasons that teamwork can increase engagement:
Teammates Learn From Each Other
There’s a two-way flow as team members broaden their own skill sets and also see how their contributions are valued by others.
Teamwork Creates Friendly Competition
Teammates can drive their colleagues to be at their best. When you win as a team, celebrate. If there is a loss, learn from that experience and re-focus efforts.
Teamwork Increases Accountability and Personal Responsibility
Team members will push harder in an environment of accountability.
Teamwork Fosters a Sense of Belonging
Working alone can be lonely – where possible get everyone to integrate into the team.
At a minimum, suggests Falb, have weekly status meetings and use technology to encourage regular recognition that strengthens ties between employees.
Take Charge of your career, team or organisation by aligning individual goals with organisational priorities. To learn more, call 03450 523 593
Proof that Good Managers Really Do Make a Difference
You perhaps don’t need convincing, but empirical evidence has emerged revealing that the difference between well-managed and poorly managed firms depends in large part on the quality of the people they hire as managers.
In 2012, businesses were surveyed on whether they employed management essentials such as targets, incentives, and monitoring, and found that organisations that did were more productive and more likely to endure.
They learned three key things:
- First, well-run companies set employees with stretch targets, base the compensation and promotions on meeting those targets, and constantly measure results
- Second, they found that better management and superior performance are strongly correlated with measures such as productivity, return on capital employed, and firm survival.
- Third, that variation in management accounts for nearly a quarter of the roughly 30% productivity gap between the U.S. and Europe.
So clearly management matters, but what makes companies more likely to be good at it?
Survey data from 361 midsize manufacturers in Germany between 2004 and 2009 linked the companies to data on their employees. They found that having quality managers is far more correlated with good management than just having quality employees overall. When it comes specifically to good management, it makes sense that hiring the right people in managerial roles matters a lot.
They also found that the reason well-managed firms have better employees is not just that they hire better people but also that they do a better job of getting worse ones to leave. Read the full report here.
The Power of Leading With Energizing Strengths
The best leaders are keenly aware of their personal strengths — the things that come naturally to them, that require very little energy. However, discerning the individual strengths of each and every team member gives a good leader the opportunity to become a great one.
To do this, you first have to adopt a strengths-based approach to management. Strengths-based management is built around unlocking people’s potential, or what are called “energizing strengths.” People know what they’re good at (those are skills, not energizing strengths) and they know their weaknesses (the things that exhaust them).
Energizing strengths, on the other hand, make people feel strong. When they’re using their strengths, people feel they do their best work. They lose track of time. They feel “in the zone.” According to Gallup research, people who use their strengths at work are six times more likely to be engaged on the job, perform better, and are less likely to leave.
Go to forbes.com to see how to apply this thinking in your organisation,
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