Each week we bring you news, opinions and research on Employee Engagement, Leadership and Motivation, along with some thoughts on practical workplace applications.
Quarter of Millennials Could Move Jobs This Year
In survey conducted with 7,700 employees across 29 countries in autumn of last year, one in four millennials said they would leave their current job for a new opportunity. When the time frame was extended by two years, 44% said they would leave. As reported by the CIPD, Deloitte’s survey found that while pay is still a top priority for this group, work-life balance, integrity and career development are also important factors that could make or break a decision to stay.
Almost two thirds of this key demographic said that their leadership skills were not being fully developed. Along with the indication that having a mentor was a powerful asset, building clear career development pathways and support strategies is very important issue for businesses to address.
Clearly money is not everything to this group as 87% agreed that a company’s performance should not be measured in purely financial terms. This adds to the argument that millennials are a values driven group and want to work for more than financial reward.
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
Of course, it’s an absurd question; such legislation could never be enforced anyway, and to try would be a waste of time, energy and paper (and a lot more besides). Agreed! As most reading this will already know, the choice to be engaged at work (or not) rests with every individual and cannot simply be imposed. And if somebody tried, I’d hazard a guess that the next Gallup employee engagement research would show a fast decline in global engagement levels!
But there are key principles in one particular piece of legislation that those of us who are passionate about helping the workforce choose to be more engaged can learn from. Read more.
Take Charge of your career, team or organisation by aligning individual goals with organisational priorities. To learn more, call 03450 523 593
Why SMART Goals Are Dumb
In its 2012-2013 “Talent Management and Rewards Survey — U.S. Report,” researchers at human resources research and advisory firm Towers Watson & Co. revealed several common problems with performance reviews, reports Randy Emelo. In a lengthy article which I have heavily edited, he identifies some key problems in how people understand the difference between performance and development goals and objectives.
Emelo explains that the SMART process is not one-size-fits-all when it comes to goals, and that people have been approaching SMART incorrectly. A SMART approach is good for objectives, but not goals, he suggests.
- Goals are the purpose toward which actions are directed, an aspirational desire that is worth striving toward. Goals are not measurable or tangible.
- Objectives are things that one’s actions are expected to obtain, specific actions that result in goal attainment. Objectives must be measurable and tangible.
Goals Are REAL, suggest Emelo – Relevant, Experimental, Aspirational and Learning-based.
- Relevant — indicate why it is important and worthwhile.
- Experimental — imply development activity that will lead to greater insight.
- Aspirational — identify an area of desired development.
- Learning-based — express outcomes that are focused on gaining capability.
Emelo goes on to give two highly detailed examples of this in practice, then supplies tips for managers wishing to achieve success to consider:
- Plan to fail [Ed. Yes, it’s counterintuitive – see his reasoning here.]
- Set short feedback cycles.
- Discuss the gory details.
- Test your assumptions.
- Stay the course.
He concludes: “REAL or SMART? It will all come down to the purpose for the goal and the subsequent conversations and work that occur. Blending the two can provide a powerful way to not only meet objectives but also affect development.”
Four Radical Leadership Practices That Will Dramatically Increase Engagement
By now – as Ron Carucci reminds us – everyone’s heard 70% of the workforce is checked out. That’s why employee engagement remains all the rage among management fads. Yet sadly, many of the fixes being offered amount to little more than superficial techniques that don’t fundamentally change how people experience their workplaces, and more importantly, their bosses.
That’s why he recently sat down with Mark C. Crowley, best-selling author of Lead from the Heart, to discuss the connections between leadership behavior and plummeting employee engagement levels.
On a personal mission to radically change how leaders lead, he says, “We’re fighting a hundred years of outdated management thinking that says we should pay people as little as possible and squeeze as much out of them as possible. We’re still treating people as liabilities despite claiming they are an asset. We are dancing around the fact that it is still controversial to lead in a caring way.”
Mark’s research for his book on workplace engagement includes an impressive set of thought-leading experts. In one article he talks with Jim Clifton, CEO of Gallup, a leading employee engagement authority.
Give this article (the full version here at forbes) to everyone you lead and ask them to grade you on each of the four practices on a 1-5 scale, 1 being horrible, 5 being perfect. Ask them to be hard on you and offer suggestions for improving problem areas. Take their advice and have them re-grade you in six months. If you are willing to do that, you count as someone truly committed to radically great leadership.
The Sunday Times 100 Best Companies
Rules of engagement
The Sunday Times lists of the Best Companies to Work For 2016 are derived from the views of employees. They rank companies chiefly by eight key indicators, or “factors”, of staff engagement. Read more about their approach and ranking criteria here.
View their full 100 Best Companies to Work For list online.
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