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Showing posts with label retention. Show all posts
Showing posts with label retention. Show all posts
Friday, May 1, 2009
Employee Engagement Requires More than Just Throwing Around a Buzz Term
0 comments Posted by Kristin Roberts at 10:25 AMDuring tough economic times, you'll hear rumblings about "employee engagement" from various levels of an organization. Employee engagement is the hot buzz word that just won't go away, primarily because it does have an impact on how well (or poor) a company comes out of a downturn.
However, while everyone is buzzin' about employee engagement, how many of you actually know what drives, creates, and sustains it?? If you can name at least 3 *without peeking*, you get an A for the day.
Get a little deeper on what drives employee engagement:
- Trust and integrity – how well managers communicate and 'walk the talk'.
- Nature of the job –Is it mentally stimulating day-to-day?
- Strategic Direction between employee performance and company performance – Does the employee understand how their work contributes to the company's performance?
- Growth opportunities –Are there future opportunities for growth?
- Pride about the company – How much self-esteem does the employee feel by being associated with their company?
- Coworkers/team members – significantly influence one's level of engagement
- Employee development opportunities – Is the company making an effort to develop the employee's skills?
- Relationship with one's manager – Does the employee value his or her relationship with his or her manager?
Wednesday, April 15, 2009
Lesson: Make sure to look down for trap doors when running.
Photo Credit: Stock.Xchang Photos
In a "do more with less" environment, it's easy to overlook "less important" details and race forward to get tasks checked off your list. Sometimes those "less important" things we tend to overlook are... our people.
Rather than a machine, we've got real people working hard to get our tasks accomplished and one of the most powerful mindsets a manager can have is that we work for the employees. A manager's role is to break down barriers and creatively provide resources the employees need in order to truly "do more with less".
Managers that forget this part of their role wonder why their employees aren't excited about the latest project, aren't producing as efficiently, and why they're beginning to disengage from the company.
Don't fall into the trap of "doing more with less" and forget that your real responsibility is making it possible for your folks to actually do more with less, and still feel pride in the work they're accomplishing.
Rather than a machine, we've got real people working hard to get our tasks accomplished and one of the most powerful mindsets a manager can have is that we work for the employees. A manager's role is to break down barriers and creatively provide resources the employees need in order to truly "do more with less".
Managers that forget this part of their role wonder why their employees aren't excited about the latest project, aren't producing as efficiently, and why they're beginning to disengage from the company.
Don't fall into the trap of "doing more with less" and forget that your real responsibility is making it possible for your folks to actually do more with less, and still feel pride in the work they're accomplishing.
Tuesday, October 14, 2008
Do you have a "To Learn" list? I do. Every day there are things that catch my attention and I want to learn more about. It's a wide variety of topics and interests. My list isn't formal, written down, or even checked-off as I learn new things. It's basically just a collage of things I want to know more about.
Some people have a "skills-I-need-to-get" list. You may be more focused on a career shift, or just keeping up with the changes in your field. It's important to have such lists.
Jim Collins, in an essay in Learning Journeys, wrote, "A true learning person also has a “to-learn” list, and the items on that list carry at least as much weight in how one organizes his or her time as the to-do list."
"To Learn Lists" themselves can take the form of:
- Outlines
- Mind Maps
- Concept Maps
- Documents (HTML, Word, text, .ppt, .xsl, MS OneNote etc.)
- Web 2.0 (Blog notes, wiki posts, etc)
The reason I'm talking about "To Learn" lists is because we should be looking at how we manage "Informal Learning" and how we reconcile that with our daily tasks. Here’s something that would be cool for all of us looking for new learning opportunities that allow us to grow within our current organization:
Look for opportunities to traverse the opportunities in the company, and compare the skill set needed for that position to your current skill set. This becomes your "To Learn" list. Then you make an action plan, at work, to advance your career and fill needs in the company. Then, people wouldn’t feel like they need to leave the company to advance, and the company wouldn’t lose their investment in each employee. Everyone is happy, we all grow together.
Thoughts? Do you have a "To Learn" list? Tell me about it using the Comments function.
Wednesday, September 3, 2008
This short video goes along with the research we posted last week about retention, and gives you some good advice for keeping your top performers around.
Monday, August 25, 2008
Do employees quit because of a bad relationship with their boss, or because they don't like a company? Do they quit because they can make more money elsewhere, or do they stay because they simply like what they do?
Survey results published in the May edition of the Journal of Corporate Recruiting Leadership give us some answers:
Do agree with these survey results? Why or why not? In previous career experiences, what were your reasons for leaving an organization? What factors have influenced you to stay in an organization?
Use the comment link below to share your thoughts.
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