Each week we bring you news, opinions and research on Employee Engagement, Leadership and Motivation, along with some thoughts on practical workplace applications.
Predictions for 2016 – Research Report
Bersin by Deloitte have released a research paper on how they see the future of talent, learning leadership and HR technology in the year ahead. The key points are:
- The employee life-cycle and the work life experience is entering a disruptive phase as change becomes even more far-reaching.
- As employee diversity increases through culture, age and working patterns, compliance will be replaced with diversity as a business strategy.
- The notion of leadership is undergoing change as the nature of the workforce becomes increasingly virtual and project based. Organisation’s are becoming a team of teams requiring new forms and styles of leadership.
- Coaching and Mentoring will become a core organisation competency as learning becomes more experiential.
- Behavioural economics will become the next HR focus as the need to move towards a more employee oriented service increases. This will see a shift towards transformational engagement and away from transactional management.
- Engagement will become part of business and HR strategy, rather than an annual activity.
- Technology based HR analytics will transform HR functions and their thinking across the whole employee life-cycle. A new breed of HR leader will emerge.
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: Turn and Face the Strange
The sad and surprise news of the death of David Jones (aka Davie Bowie) last week triggered a number of front-page photos and middle page commentaries and editorial celebrating the life of pop music’s most influential chameleon – a reflection of his ability to change his colours with a frequency far beyond that of his peers.
So how can those of us working in business organisations learn and benefit from his approach – leading change even before anyone else in his field had dreamt that change was necessary or possible? Read more.
Take Charge of your career, team or organisation by aligning individual goals with organisational priorities. To learn more, call 03450 523 593
Want to Be an Outstanding Leader? Keep a Journal
Recent research has documented that outstanding leaders take time to reflect. Their success depends on the ability to access their unique perspective and bring it to their decisions and sense-making every day. Extraordinary leadership is rooted in several capabilities: seeing before others see, understanding before others understand, and acting before others act. A leader’s unique perspective is an important source of creativity and competitive advantage. But the reality is that most of us live such fast-paced, frenzied lives that we fail to leave time to actually listen to ourselves.
Gaining access to your own insight isn’t difficult; you simply need to commit to reflecting on a daily basis. The simple act of regularly writing in a journal can make all the difference:
- Buy a journal. Writing online doesn’t provide the same benefits as writing by hand.
- Commit to reflecting for 15 minutes a day. If 15 minutes initially seems impossible, start with three minutes. But start somewhere.
- Find a quiet place where you won’t be interrupted.
- Choose the right time, preferably the same time each day when you won’t be disturbed.
- Write whatever comes to mind. A journal’s blank pages invite you to hold an honest conversation with yourself every day. Give yourself permission to follow your stream of consciousness without judging, censoring, or trying to direct where your thoughts might take you.
- Don’t share your journal with anyone. Your reflections are yours; they are not for anyone else. They bring you what all the world’s experts, advisers, and executive coaches combined can’t offer you: your own unique perspective.
If you find yourself not knowing how to begin when you’re facing the journal’s blank pages, here are some suggestions:
- How am I feeling right now?
- How am I feeling about my leadership?
- What deserves my highest-quality attention…
in my leadership?
in my life?
in the world?
- What is the most outrageous (or fun or novel) idea I’ve heard in the last 24 hours? What do I love about it?
- What is the most exciting initiative I’ve heard about this week that is happening outside of my industry or in another part of the world?
- What contributed most to my happiness this week (or to the happiness of my people)? How can I have more happiness in my life?
Why Engagement Surveys Should Focus on Teams
At emenex, we view engagement surveys as only one part of a strategy to raise employee engagement; although this article is focused on surveys (that’s what the author is selling!) she raises some interesting points.
The most successful engagement surveys use insights at team level as a basis for discussion and action, says Merel Wijnands of employee survey supplier Effectory International. She identifies two influencers of engagement: direct and indirect. Direct influencers of engagement are predominantly the team, the work and immediate managers. Indirect influencers include things such as what the company stands for, its direction and the future, organisation-wide communication, confidence in senior management and the pride that employees feel working for the company.
The two combine to create employees’ work experience, says Wijnands, which has by far the biggest impact on engagement levels; of the two, direct influencers have a bigger impact on engagement than indirect influencers.
Wijnands suggests three factors to consider when measuring and reporting engagement at the team level:
1) Variations in engagement levels
The biggest variations in engagement lie at the team level. In general indirect influencers stay fairly constant, and therefore they should not be the sole focus of an engagement survey.
2) Follow –up action
If a survey’s focus is on indirect influencers (vision/mission/direction etc.), then any follow-up action is bureaucratic and difficult to implement.
3) Creating impact
By focusing on the team level, organisations are able to have a bigger impact on engagement levels.
Wijnands concludes: “The most successful engagement surveys use the reports as a basis for discussion and action at team level. Teams who are trusted, afforded the freedom to discuss the report and are able to design customised action plans (rather than receiving mandates from the top) create much greater impact.”
Dr. Lynda Shaw: Motivate Me or I’m Changing Job
The psychological force of employee motivation will not only determine the direction of a person’s behaviour in an organisation, their effort and their persistence, but its impact on the business as a whole. More than ever, in our rapidly changing workplace, managers need to understand employee motivation and act on it before loyalty is lost, according to cognitive neuroscientist and business psychologist Dr Lynda Shaw, writing for HR Review
So what exactly does keep us engaged and motivated? There are two basic types of motivators and both play an important role according to Shaw. The first is internal motivation which is to do with pride, work ethic and a passion for the work itself. Shaw explains: “Intrinsic motivation often stems from curiosity and something we enjoy. It enables self-development which on the surface seems selfish, but is in actual fact the way we develop a broad range of transferable skills to overcome different types of challenges.”
The second type is external motivation, which include rewards such as money, a nice office, promotions etc. Therefore, extrinsic motivation is inspired by specific rewards.
Read her piece on full to capture a little background research done by McKinsey & Company, more physiological evidence from Shaw and her tips for boosting employee motivation.
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.