This article from HBR offers some great tips for getting beyond superficialities when it comes to connecting with employees:
Be careful of using Question 2, though: it could be seen as intrusive and may take the conversation into an area of conflict, e.g., politics.
One of the common answers I get when I ask a manager or executive how he/she thinks their people are doing is 'fine, and they know my door is always open if they have problems'. When I follow up by asking 'How often do people walk through the door and tell you they are unhappy or struggling with something?' the answers are commonly 'rarely' or 'never'. In fact, in an organisation with this outlook, the first time someone walks through the door to talk it is often to tell their line manager they are leaving!
The business benefits of employee engagement are well-known and quantified, so I need not repeat them here. Also, many studies have shown that a common reason people leave their jobs is to get away from their line managers. A Keystone Partners survey in 2023 found that 57% of employees left their roles to get away from their bosses.*
However, despite the obvious gains, and the difficulties many companies are facing with recruitment and retention, too many companies still fail to invest in the process necessary to improve engagement scores. Using questions such as those above can help, but they must be part of a wider approach that intentionally improves employees' work experiences. Effective leadership, meaningful work and the ability to coach and mentor are among the many tools that should be brought to bear. Money is important but it tends to be a 'satisfier' rather than a 'driver', i.e., there will be dissatisfaction if it is not perceived to be adequate but, beyond a certain level, it is not a prime motivator in itself.
Incidentally, Gallup also quantified the following benefits of highly engaged staff (between top- and bottom-quartile teams/business units):**
78% lower absenteeism
21-51% lower staff turnover (depending on annualised turnover figures)
28% less theft
63% fewer accidents
32% fewer quality defects
18% higher sales
23% higher profitability
70% increase in employee wellbeing
In addition to these quantifiable benefits, consider the time and stress leaders and employees are saved from when they and their teams are engaged. They make better decisions, commit more to actions, genuinely help each other and find a satisfaction in their work that eludes most.
Ironically, the most common reasons for not pursuing engagement initiatives properly are time and money: the 2 things high engagement saves on!
When companies decide to pursue these benefits, the most common errors made are as follows:
Trying to rush the process. There are quick wins along the way, but it takes time to build trust and understanding.
Failure to train executives and managers. Almost everyone thinks they can coach, but in reality, it is a competence that needs to be learnt.
Adopting a 'one size fits all' approach. True engagement is empowered when people realise that they are cared for and valued as individuals. This is another reason why execs and managers must be trained. Psychometrics such as SDI 2.0 and DiSC can also help here.
Aspire MCL has a proven track record of developing leaders, boards, teams and organisational health to empower individuals and businesses to reach their full potential, and to enjoy doing so!
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