I was engaged once. It was 1988 and in between a course of sweetbreads and lamb at the Millcroft Inn in Alton, Ontario, the blue-eyed guy across from me popped the question. I looked at the ring, and I looked at him, and I said, “yes”. In other words, I said (on the inside), “I…read more
Success is the primary objective of every business. But what exactly is success and how is it measured? To many it’s determined by financial gain, and behind financial gain there is always one thing that has set the path – happiness.
Do you like your job? Are you fully engaged in it? Though this question is one that may seem like it depends on your personality, there is a certain part of this that is hard-wired into your gender. Though it may seem like old-fashioned thinking, there is more and more evidence linking sex genes and the ability to fully engage yourself in certain tasks.
“High employee engagement is imperative, even amid a turbulent economy”. This was the indisputable fact that Gallup once again revealed in its 2012 study of 1.4 million employees worldwide.
As a manager, you want to get the most out of your employees. But you know the only effective way to accomplish that is to motivate them to want to perform at their best. This is often easier said than done. Many managers mistakenly believe they must drive their employees to success rather than lead them there. However, this is contradictory to our human nature.
There’s so much on the blogosphere about how to motivate and retain your High Potential employees and top performers. This is great because you do want to retain the lot of them if you want to maintain and increase your competitive edge.
There is research to show that employers will actively seek out and reward their top 10% or 20%, because it is believed that that select group will be responsible for the bulk of their productivity and will outperform the rest of their counterparts.
With the qualified talent pool shrinking across the globe, the pressure on businesses to retain talent grows. In hopes of retention, companies across most industries are accommodating for generation X and Y’s desires by building a flexible, fun, informal environment… Some companies, however, particularly start-ups, must be mindful of, and guard against allowing informality to result in a lack of accountability, misalignment, and ambiguity.
Remember when the exclamation “I’m engaged!” was almost always immediately followed by the question “when’s the wedding?” In today’s business environment, engagement takes on a whole new meaning, referring instead to how engaged, dedicated, and loyal employees are to their organization.
Engagement in the workplace may not be the same as a personal engagement between two people, but the key is that both are relationships, and relationships take work. Dedicating effort to understanding what engages your workers will allow you to create the most effective action plans to improve engagement. Don’t wait to engage your employees. Make the effort now.
Women of HR were asked, “If you were CEO for a day, what would (or did) you focus on to improve an organization’s productivity, employee engagement or ability to recruit?” This is the second post in the series of responses.
If I had the opportunity to be the CEO for a day, I’d tell the entire organization to forget everything they know, have experienced or have been told about Human Resources. We’re going to focus on one thing — making work better! Making the employment experience what it’s supposed to be: mutually beneficial.
As HR professionals we often hear managers discuss their desire to develop their leadership skills, and take on more senior roles within the organization.
Yet many people managers fail to see or understand their responsibility in one of the most critical leadership areas – communicating the organization’s vision to employees. Or, conveying how the work of the team supports the strategic objectives of the organization. They get lost in the tactical execution versus seeing themselves as coaches mentoring their team to success.