Employee Engagement

The Keys to Effective Employee Engagement

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internal coachingEmployee engagement is the collective level of intellectual and emotional commitment employees have toward their work and organization. More and more organizations are embracing this as a means to understanding how they measure up from an engagement perspective. Consequently many different types of tools and surveys are now being accessed to help create some objectivity as to how people feel about their work.

Once these surveys are undertaken and organizations wish to elevate their engagement score, three areas where significant developmental opportunities exist are:

Emotionally Intelligent Leaders
Do qualities such as being responsive, empowering, resilient, expansive, empathetic, authentic and present best describe people worth following? Emotionally intelligent leaders clearly understand that their approach is less about them and more about, through these qualities, supporting and coaching the people who make it happen. This very much compares to what Jim Collins in “Good to Great” described as Level 5 Leaders; those having Personal Humility and Professional Resolve.

Highly Motivated Employees
Employee motivation is influenced by a number of factors namely your job role, your boss, the team you associate with and the organization (and culture) you are part of. Based on these criteria, it is important to ensure that the motivational need of the individual compares favorably to what is available to them; there is a fit. By focusing on developing these areas, employees are provided with a greater sense of belonging and desire to make a more meaningful contribution.

Adopting a Coaching Approach
The very essence of coaching involves supporting other people’s success. The skills are rooted in connecting through listening, questioning, acknowledging and validating and genuinely supporting the other person. However there is also a clear focus on action but one that can be agreed upon, acted on and recognized when complete. Coaching is used to provide people with the resources, knowledge and skills to make positive decisions/actions that can advance the individual and their organization.

 

Keys to Employee Engagement

by necoaching necoaching No Comments

employeeEmployee engagement is the collective level of intellectual and emotional commitment employees have toward their work and organization. More and more organizations are embracing this as a means to understanding how they measure up from an engagement perspective. Consequently many different types of tools and surveys are now being accessed to help create some objectivity as to how people feel about their work.

Once these surveys are undertaken and organizations wish to elevate their engagement score, three areas where significant developmental opportunities exist are:

Emotionally Intelligent Leaders

Do qualities such as being responsive, empowering, resilient, expansive, empathetic, authentic and present best describe people worth following? Emotionally intelligent leaders clearly understand that their approach is less about them and more about, through these qualities, supporting and coaching the people who make it happen. This very much compares to what Jim Collins in “Good to Great” described as Level 5 Leaders; those having Personal Humility and Professional Resolve.

Highly Motivated Employees

Employee motivation is influenced by a number of factors namely your job role, your boss, the team you associate with and the organization (and culture) you are part of. Based on these criteria, it is important to ensure that the motivational need of the individual compares favorably to what is available to them; there is a fit. By focusing on developing these areas, employees are provided with a greater sense of belonging and desire to make a more meaningful contribution.

Use of Coaching Skills

The very essence of coaching involves supporting other people’s success. The skills are rooted in connecting through listening, questioning, acknowledging and validating and genuinely supporting the other person. However there is also a clear focus on action but one that can be agreed upon, acted on and recognized when complete. Coaching is used to provide people with the resources, knowledge and skills to make positive decisions/actions that can advance the individual and their organization.

 

 

 

Business & Employee Health

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Patrick Lencioni is his latest book, The Advantage, provides his perspective on why “organizational health trumps everything else in business”. Separately we have also been hearing how the well-being of an organization’s employees is critical to its success. These are two separate yet overlapping considerations that really speak to the heart of how businesses will grow and flourish in the future. Let’s review these two types of health.

Business Health

Lencioni mentions a 4 discipline approach which at its core is a cohesive leadership team along with absolute clarity. One could also expand on this is more practical terms from the point of view of financial, product and market strength. In truth, a healthy business might be best described as one that contains:

  • Strong Leadership
  • Strong Financials
  • Strong Products
  • Strong Markets

Read more

Employee Engagement = Optimal Performance

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When an individual is first hired there is typically some form of orientation to familiarize them with the company, its values and mission, polices and what is generally expected. They might also get to meet other staff and members of management and from this they slowly get a sense for what is the culture of the organization.

However the bulk of their training is more skills based. What are the tasks associated with the work they have been assigned to? What are the expectations associated with that? Whether this is classroom based or on the job they become familiar with the tasks because that is what will drive their performance. This is correct, but only up to a point. This will allow them to achieve a level of performance that is described as functional. This could be classified as minimum expectations, staying below the radar, executed safely and nobody is complaining. Pay me a fair wage and I’ll do my job. Read more

Employee Engagement – Return on Investment

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Each year corporations spend millions of dollars on various forms of professional development and the seemingly never ending debate ensues in terms of, what is the return on investment? For a long time this has always been difficult to determine because the benefits are not obviously tangible and most often cannot be expressed in financial terms. I suppose it’s akin to putting people “our most important asset” on the balance sheet. Alas that hasn’t happened yet either.

So in the absence of any financial accounting mechanisms employee engagement surveys have emerged as an objective basis to assessing the human contribution. Given that engaged employees equate to reduced turnover, innovative contributions, improved efficiencies, etc, can one assume that if some form of professional development improves engagement scores then that supports a credible return on investment? Read more

Employee Engagement & Talent Retention – The Revolving Door!

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According to a study conducted by Blessing White, 45% of workers in the US are either “likely” or “definitely planning” on leaving their jobs in the next 12 months.  Another study conducted by MetLife suggests something similar in that one in three hopes to find a new job in the next 12 months.  What is quite ironic with both of these studies, is that it comes at a time when unemployment is at an all time high.  However, according to another study conducted by career website Glassdoor.com, four in ten self              employed, full-time and part-time workers actually believe it is “likely” they’ll find a job that matches their experience and salary expectations in the next six months. Read more

Awareness – Impact on Workforce Diversity

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Our perceptions about other people are very much influenced by availability of information or ease of access to it relative to that person. Whether it’s what we were exposed to growing up or the constant flow from the media, our brain becomes wired to deal with certain people based on these experiences and consequently we very often make some key decisions literally “without thinking”.

According to Dr. Mahzarin Banaji of Harvard University, it turns out that however fair-minded we like to think we are, we make snap judgments about other people based on our own unconscious biases. However, though you may behave differently because of this, Dr Banaji states that “there should be no shame or guilt, just a higher responsibility” for you to take action and do something about it. Read more

The Three Pillars of Employee Engagement

by necoaching necoaching No Comments

Employee engagement is the collective level of intellectual and emotional commitment employees have toward their work and organization. More and more organizations are embracing this as a means to understanding how they measure up from an engagement perspective. Consequently many different types of tools and surveys are now being accessed to help create some objectivity as to how people feel about their work.

Once these surveys are undertaken and organizations wish to elevate their engagement score, three areas where significant developmental opportunities exist are:

Emotionally Intelligent Leaders

Do qualities such as being responsive, empowering, resilient, expansive, empathetic, authentic and present best describe people worth following? Emotionally intelligent leaders clearly understand that their approach is less about them and more about, through these qualities, supporting and coaching the people who make it happen. This very much compares to what Jim Collins in “Good to Great” described as Level 5 Leaders; those having Personal Humility and Professional Resolve. Read more

Employee Engagement & Emotional Intelligence

by necoaching necoaching No Comments

Leaders very often get elevated to high positions on the back of proficient technical capacity. However these abilities can be found lacking when you have to lead from the front rather than manage from the rear. Jim Collins in his book, Good to Great, proposes that Level 5 Leaders must have a blend of professional resolve and personal humility; these are more behavioral traits and indicative of how one must interact with people for optimum results. To be CEO you do not need to have a thorough understanding of every discipline in your business; you need possess the ability to inspire and motivate the people who do. This manifests itself and can now be measured in terms of effective employee engagement. Read more