Each week we bring you news, opinions and research on Employee Engagement, Leadership and Motivation, along with some thoughts on practical workplace applications.
A New World of Tools for Measuring Employee Engagement
The Deloitte Human Capital Trends 2016, indicates that almost 20 percent of companies are now experimenting with pulse surveys and open feedback tools. These new solutions often come in the form of mobile apps and social tools that let employees see each other’s opinions, vote and comment on each other’s ideas.
This is part of the emergence of an “employee listening platform,” which includes information from surveys, comments, exit interviews and even ongoing performance discussions. The job of understanding employees is just as complex and multifaceted as the job of marketing to understand customers. The value of the information obtained is high and can be used to run businesses better.
Organisations should explore this new market, select a new set of tools, start reaching out to employees on a much more regular basis, provide this employee feedback to managers directly, and increase their investment in analytics and measurement skills. One caveat: as the employee voice grows in volume, organisations will need help in analysing data to take action. See Josh Bersin’s piece here.
Blog: All Change
2016 is only half done, and it already feels like a year full of change. Here at Emenex, organisational restructuring seems the most important change we help others deal with. Projects and processes change, and product direction is under constant modification. What can be disorienting is that the changes often don’t seem to be connected.
For many of us, this degree of change feels deeply destabilizing. However, it is necessary. We need to be changing continually in order to improve, in order to move forward. I doubt that the rate of change will slow down. I feel that we do need massive change right now just to be able to build a life. Yes, you guessed right – I’m talking about the EU referendum.
Now that your vote has been cast and the result has been declared, let me ask you, how do you feel about your vote? If you could, would you change your vote now? 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
Employee Engagement in a Negative Culture: How to Break Down Barriers
As an antidote (albeit perhaps a temporary one) to the doom and gloom about the fallout following the UK’s ‘Brexit’ vote last week, here is a really encouraging and positive story, reported by Jo Jacobs at Personnel Today, about how one senior leader (part of the Metropolitan Police) achieved real improvements in productivity through engaging employees – 70% of employees said “I feel motivated at work”, an increase of 35% on the previous survey. [Compare those stats to the averages and you’ll see why (as an ex-policeman) this guy is excited! – Ed.]
The Metropolitan Police’s Glenn Tunstall, chief superintendent and borough commander of Kingston, told ORC International’s Employee Engagement Conference on 15th June what he had done to achieve that increase of 35%, in an organisation where “being negative is trendy.”
His tips were based around Engage for Success’s Four Enablers for employee engagement, but the first step was building trust with colleagues. His approach is inspiring in its simplicity – read the article to see how he built trust, and then how he applied each of the four enablers.
Tunstall said “Every good decision made at Kingston was not by the leadership team but by the staff. Don’t doubt the creativity and innovation in your workforce – it is there for you.” [Go to Engage for Success for their Four Enablers – Ed.]
Simple Steps to Better Employee Engagement
A recent study from Aon Hewitt revealed that among 250 international organisations, those that reported the highest levels of employee engagement demonstrated a 58% higher return for shareholders. With results like this, employee engagement seems to be the key to a successful company. However, a similar report by the Hay Group revealed that low employee engagement is costing the UK £340bn per year. As many as 8% of employees surveyed identified themselves as “completely demotivated” with another 24% identifying as “coasting”.
This lack of engagement is punctuated by existing gender pay disparities, the widening age gap and other challenges that undermine how employees view themselves and their company. The result is an erosion of organisations’ ability to retain and cultivate fresh talent. This leaves remaining employees less committed, more isolated, and ultimately less likely to be a high performing team. To counter this, many organisations are looking to creative structures to boost engagement and connection among their people.
So how do you create a collaborative culture?
1. Know Thyself
Whether you are an executive, a team lead, or an individual contributor, understanding who you are and what drives you to be your best is a principle foundation for any basis of leadership. Before you can encourage your team to take responsibility for themselves, first you need to take a long look at yourself. Take some time to work out what motivates and drives you, what your values are. When you know this for yourself you’ll know how to help your team find their passions, and connect those to their role.
2. Create the Vision
Our organizsations begin and end with our people. When you can offer them an inspiring vision for how your company’s work enhances their lives, and the lives of others, we connect to our teammates on a far more intimate level.
3. Call For the Best in Others
You have to trust that your employees have the company’s best interest in mind. This doesn’t mean leaving them to their own devices – everyone needs a support network around them – but it does mean giving them responsibility for their own success and trusting them to act on this.
Through these three elements, an environment where better employee retention and enhanced productivity lives begins to appear. The culture of collaborative leadership is also marked by greater willingness to share ideas, communicate openly, and foster innovation. Together this leads to a team which can respond to changing working environments with ease, and who are ready to face any challenge.
The full story here from theGuardian
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