What do employees need?
HR professionals discuss engagement issues
Trevor E. S. Smith
THIS ISSUE of engagement concerns both employees and employers.
Here are some insights on employee engagement from HR and leadership professionals in our Certified Behavioural Coach programme:
“It is necessary for senior leaders to inspire trust and confidence through open and effective communication, especially sharing information pertinent to the business. Employee recognition for their contribution is also important in the process of motivation and growth. Managers have the awesome responsibility to monitor performance expectations through coaching and providing constructive feedback. A culture of collaboration, trust, integrity and respect serve as key pillars to help counteract low engagement levels.”
EMPLOYEE NEEDS
“I got so many responses from persons craving for recognition more than reward.”
“Employees value relationship with their superiors; how they are treated will make them go the extra mile.”
“Employees want to feel connected, respected, valued and listened to, one on one; hold them accountable but also value them.”
“The other thing that is important to them is flexibility – working from home, flexible hours, greater use of technology.”
“Creating change starts with the area of influence – me.”
“Employees tend to stay when they feel supported and connected to leadership.”
“Simple things like saying good morning have been shown to create an environment where employees feel valued and improve morale.”
“I find that identifying what is important to my team and providing that, whether its empathy, recognition or empowerment, or all three, motivates them to perform far above our expectations. Doing this sometimes means me stepping outside my comfort zone, but it’s worth it.”
“While some persons are self-motivated, an occasional, ‘You did an awesome job,’ or ‘I appreciate what you did’, goes a far way with employee motivation.” “Similar in sport, where players generally play for coaches/managers who they believe understand them and show a willingness to invest in their development or upward mobility.”
NEED FOR COACHING SKILLS/NEW APPROACHES
“One of the challenges is that leaders/managers see the coaching aspect as a distraction from what they see as real work – operations.” “Managers are now insisting on being taught how to coach.” “There is a greater need for coaching in the workplace, especially around work-life balance.”
“I think being authentic and modelling the behaviour you desire from others goes a far way.”
“I learned this term recently ... wordless witness” (actions not words).
“We tend to create two dimensions, leaders and employees. We need to see everyone as a leader. Everyone has something of value to add – build on that.”
“The employee definitely has a role, we want them to perform, expect them to, and we want them to be part of the solution and speak up when things are not working. However, we need to create an environment that allows them to speak up without fear of victimisation or reprisal.”
“Self-awareness is key, and the willingness to adjust our own natural behavioural traits and emotions to connect with others.”
“There is no denying ‘something’ is happening in our minds. We need to understand it, to engage, to make the required shift.”
COMMITMENT/MILLENNIALS
“Loyalty is more to career growth and personal gain versus organisation.”
“I have experienced the change in work environment where millennials are concerned. Their attitude is predominantly work-to-rule. Not interested in overtime. Work-life balance is very important to them.”
“Yes, there is a definite change. Employees are no longer prepared to make the job a priority at the expense of themselves. Work life balance is just as important. They value all the other aspects of their lives as much as the job. When this is facilitated, they are actually more productive and act more empowered.”
“Yes, these millennials are unpredictable in their expectations and they are very bold in communicating such. Understanding them is key in keeping them fully engaged.”
“Low-engagement, low-productivity employees are not realising their full potential.”
MANAGING UPWARDS
“Employees can also be effective if they are able to manage upwards by seeking out opportunities to suggest or put forward solutions to challenges being faced ... gaining and leveraging an understanding of superiors can be useful.”
“Employees need to understand their superiors. Understanding the various personalities with which one has to work and how to communicate effectively to get the best outcome for all.”
“The main challenge I face in my field is balancing, managing players as a coach and upwards at the level of policymaking ... so in one sense, I am both a leader and a follower.”