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“Good Enough” Isn’t Good Enough Anymore

22 Jan

Five years ago I was working with a client, reviewing their employee survey results. The data indicated that many employees were unfavorable to the employee benefits offerings. In discussing what should be done the CEO said to me: “I wish our benefits could be better, but I think they’re good enough. I know it might be a thorn for some of our staff, but I don’t think people are disengaging and leaving over this.”

At that time, this CEO could have been right. Our studies then indicated that benefits were a moderate driver of engagement. Fast forwarding five years to today I can tell you employee perceptions about benefits have risen much higher as a driver. In fact, we now see it as one of the six most important drivers that an employer must address.

  • Are your benefits “just good enough”?
  • What could you do to help employees know that you genuinely care about their well being, now that we know it is a more significant driver?
  • What low cost, or no cost, actions can be taken, given our current economic challenges?

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How To Destroy Someone

18 Jan

My former boss and mentor Don Clifton frequently told audiences that one way you could destroy a person was to repeatedly ask them to do something for which they have no adequate response in terms of their abilities. That sounds pretty dramatic, but by not putting people into roles that fit their strengths we often do this in the workplace. This fate has sadly befallen me twice in my career, and although I wasn’t destroyed I certainly suffered. One miscast employee laments:

My talents are a mismatch with my job but I cannot change jobs right now. I would be more positive about our company if I could do something here more in line with my abilities.

Consider:

  • How many employees do you have that are in the wrong job, a “square peg in a round hole”, so to speak?
  • More importantly, how much is the productivity of your company suffering because good people are in jobs that are a poor fit for them?

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Engagement and the Economic Crisis

17 Jan

My thanks to several news organizations, including Reuters http://blog.recruiternewsline.com/?p=118 and CNBC  http://www.cnbc.com/id/28647983 in helping present our research into employee engagement in our current economic crisis.

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When Engagement Leads To Gratitude

17 Jan

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Is employee development an essential part of your employment brand? In this current economy we still are finding employers who are making that investment, one we know will help them weather this storm. Here’s a comment from an employer known for their high levels of engagement. It’s a testament to their efforts and, more importantly, a common remark for them. You can immediately sense the gratitude this employee is expressing:

 

(The company) is not afraid of taking chances on individuals, and that personally has allowed me to be promoted and move into my current job. When employees may not always have the usually expected experience for a position, the firm provides the means necessary to get that knowledge and experience.

 

Consider:

  • Is this how you feel about your job? If not, perhaps you need to seek out an employer who, in thick and thin, can make this happen.
  • If you’re a manager, is this how your employees feel?

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Engaging Employees– More Important Than Ever

17 Jan

bear-market4

I know our current economic situation is difficult. But let’s not make that an excuse to stop doing what we should as leaders—developing and mentoring! The comment below comes from an executive at a company that has been recognized for their outstanding engagement:

There is a spirit of teamwork (here) – more so than any other company I have worked at before and people are looked to for specialties so there is a way to stand out. As a executive, I know that we are constantly trying to develop and mentor anyone at more junior levels and teach them to manage as well.

May I be so bold to say that this may be the best time to focus our efforts on development, particularly with our best and brightest? I’m sure this executive is worried about the future of her business, but she still feels confident that the culture she and the rest of her executive team has created will help them get through these bumpy times. I think she’s right, don’t you?

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