Check out the great article in Bloomberg Business Week this week on employee engagement. It delves into the issue of employee engagement, examining what it is, how managers need to approach the issue, and the definition of it. As Dov Seidman writes, "Employee engagement is a condition—manifested by the inspiration an employee unleashes in his or her work when he or she is deeply connected to a mission, purpose, and the values that connect us."
Do you have best practices for how you keep your employees engaged? How do you teach your managers to approach this workplace issue? And, why are so many workers disengaged?
Employee engagement is a hot topic today because the workplace is changing at lightning speed and if companies don't take the time to build a culture of engagement in their workplace, they will had a hard time retaining valuable employees.
Showing posts with label employee engagement. Show all posts
Showing posts with label employee engagement. Show all posts
Friday, August 20, 2010
Saturday, March 13, 2010
Employees Are Full of Feedback
If you have a suggestion to make in the workplace, do you make it or do you keep your mouth shut? Many people take advantage of their right to express themselves.
Fifty-seven percent of employees say they regularly make suggestions in the workplace, according to a survey by Right Management. In fact, 27 percent of employees report that they make more than 20 suggestions per year. Another 30 percent made at least 10 suggestions per year. Only 6 percent made no suggestions at all.
The poll, which was conducted on LinkedIn and included 614 participants from all over North America, found that the most vocal employees are those in management and C-level executives.
Other interesting findings were that number of suggestions does not vary by company size and sales people were the most likely to make suggestions at 50 percent followed by those in HR at 28 percent. In addition, workers ages 55 and over were more likely to make 10 or more suggestions at 76 percent as compared to their colleagues ages 25 to 34 at 51 percent. Women, at 61 percent, were also likely to make 10 or more suggestions as compared to men, at 46 percent.
"Our findings suggest a surprising number of employees go the extra mile by making suggestions in the workplace," says Deborah Schroeder-Saulnier, senior vice president of global solutions at Right Management. "At the same time, however, in our experience there is little evidence that companies really listen to employee suggestions—or, more important, try to benefit from their perspective and enthusiasm."
She advises that companies should not only listen to their employees, but make sure their ideas are acknowledged and acted upon.
Businesses need to remember that communication is a two-way street.
Fifty-seven percent of employees say they regularly make suggestions in the workplace, according to a survey by Right Management. In fact, 27 percent of employees report that they make more than 20 suggestions per year. Another 30 percent made at least 10 suggestions per year. Only 6 percent made no suggestions at all.
The poll, which was conducted on LinkedIn and included 614 participants from all over North America, found that the most vocal employees are those in management and C-level executives.
Other interesting findings were that number of suggestions does not vary by company size and sales people were the most likely to make suggestions at 50 percent followed by those in HR at 28 percent. In addition, workers ages 55 and over were more likely to make 10 or more suggestions at 76 percent as compared to their colleagues ages 25 to 34 at 51 percent. Women, at 61 percent, were also likely to make 10 or more suggestions as compared to men, at 46 percent.
"Our findings suggest a surprising number of employees go the extra mile by making suggestions in the workplace," says Deborah Schroeder-Saulnier, senior vice president of global solutions at Right Management. "At the same time, however, in our experience there is little evidence that companies really listen to employee suggestions—or, more important, try to benefit from their perspective and enthusiasm."
She advises that companies should not only listen to their employees, but make sure their ideas are acknowledged and acted upon.
Businesses need to remember that communication is a two-way street.
Friday, November 20, 2009
Career Resolutions May Mean Pursuing Ambitions Elsewhere
The impending arrival of a new year may mean the desire for a new job for many employees. Sixty percent of respondents intend to pursue new job opportunities as the economy improves in 2010, according to a survey of more than 900 North American workers by Right Management.
In addition, 21 percent self-identified as “maybes” that have been networking in case something sparkly and better might come along.
“Employees are clearly expressing their pent up frustration with how they have been treated through the downturn,” says Douglas J. Matthews, president and CEO of Right Management. “While employers may have taken the necessary steps to streamline operations to remain viable, it appears many employees may have felt neglected in the process. The result is a disengaged and disgruntled workforce."
Only 13 percent of workers indicated that they intended to stay at their jobs, with another 6 percent saying a job change was unlikely though they updated their resumes to be safe.
“A segmented, customized and flexible talent strategy is critical to stem the alarming levels of employee turnover anticipated next year,” says Matthews.
I guess it’s not so far-fetched to say that as the recession reluctantly makes its way out of the hot buzzword arena, it just might bump into talent management brashly pushing its way back in.
In addition, 21 percent self-identified as “maybes” that have been networking in case something sparkly and better might come along.
“Employees are clearly expressing their pent up frustration with how they have been treated through the downturn,” says Douglas J. Matthews, president and CEO of Right Management. “While employers may have taken the necessary steps to streamline operations to remain viable, it appears many employees may have felt neglected in the process. The result is a disengaged and disgruntled workforce."
Only 13 percent of workers indicated that they intended to stay at their jobs, with another 6 percent saying a job change was unlikely though they updated their resumes to be safe.
“A segmented, customized and flexible talent strategy is critical to stem the alarming levels of employee turnover anticipated next year,” says Matthews.
I guess it’s not so far-fetched to say that as the recession reluctantly makes its way out of the hot buzzword arena, it just might bump into talent management brashly pushing its way back in.
Friday, October 30, 2009
Are You Undermanaged?
According to Bruce Tulgan, author of Not Everyone Gets a Trophy, more employees are undermanaged than micromanaged—missing the two-way communication that is craved by many employees.
Just as micromanagers can cause employees to lose interest in their work or leave the job, those managers who undermanage—fail to give the day-to-day feedback to employees—also lose their employees to disengagement.
The job of the middle manager is complex and is often overlooked when it comes to training. Supervisors and managers need to spell out expectations every step of the way, ensure necessary resources are in place, track performance constantly, correct failure and reward success.
Middle management is one of the most important jobs in the organizations—as learning and performance professionals, you must take the time to give managers to skills and development they need to succeed.
Just as micromanagers can cause employees to lose interest in their work or leave the job, those managers who undermanage—fail to give the day-to-day feedback to employees—also lose their employees to disengagement.
The job of the middle manager is complex and is often overlooked when it comes to training. Supervisors and managers need to spell out expectations every step of the way, ensure necessary resources are in place, track performance constantly, correct failure and reward success.
Middle management is one of the most important jobs in the organizations—as learning and performance professionals, you must take the time to give managers to skills and development they need to succeed.
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