Keep Your Critical Players…2

People-development converts payroll costs to asset-investment

 engage9

Post 2: “Before we start, I just want to confirm we are all viewing the concept of Employee Engagement from the same perspective: an engaged individual is highly satisfied in his or her work, aligned with our company priorities and making his or her maximum contribution to our mutual success….  The concept cannot be effective if we only target employee satisfaction or motivation or commitment.  Are we agreed?” Olga wanted to ensure the training refreshed this definition because she continued to have daily experiences in her HR role that demonstrated confusion over this concept.
Sharon agreed, “And employee retention is not a valid measure either; it is wasted effort to re-recruit employees who stay with us but continue to be disengaged.”
Samuel wrote DEFINE in capitals on the whiteboard, “The three of us are in the choir, but we will definitely confirm the definition for the congregation in the training.”

The three of them were focused on infusing engagement concepts into the training to be delivered to leaders with direct reports impacted by the new compensation requirements from the Fair Labor Standards Act.  They were using material covered in previous leadership curricula, and days ago they had outlined the content covering re-recruiting their best talent.

“As I reviewed this after our last meeting, I kept feeling like this engagement content should be applied to ALL those impacted by this change – not to just those ‘critical keepers’ we identify.”  Sharon confessed with conviction, “I don’t want to lose anyone on my team, and Engagement practices really should be habits that our leaders are already working to establish with all employees.”
Samuel documented her thoughts into the outline enthusiastically and voiced his relief that they seemed to be in agreement on some critical points.  He offered a structure for their outline: “My group really liked the content in The Engagement Equation.  What do you think about using those Blessing and White influencing factors as a structure?”
“Let’s try it;” Olga agreed, “we can note any outstanding aspects that should be prioritized.”

Engagement-Influencing Factors often associated with the Organization

Organization change:
This is a good place to share that company-wide communication.  It is phrased in a way that shows we respect the employees that are impacted and want to support them, and it clearly states our common, company objective we should all target through the change

The outside world:
This is applicable since the Department of Labor change was instigated outside the company, and similar businesses in the entire country are impacted

Immediate supervisor:
This is the most critical leadership impact since direct supervisors ensure the employee understands how work-scope impacts the common goals and since they know the employee as an individual

Senior Leaders:
They have given us the common objective and pledged to communicate it consistently, but they will also need to avoid making any references that make employees feel diminished because of structure or title changes

These influencing factors are even more critical when we are going through changes:

  • Clarity of priorities & alignment with strategy
  • Resources & tools that are needed to get the job done (example: efficiency / effectiveness tips)
  • Feedback & development
Engagement-Influencing Factors often associated with Employee Satisfaction

Compensation is spotlighted in this DOL change, but there are other influencing factors that usually yield longer-term rewards at lower costs

Career progress may feel jeopardized, so these conversations are important:

  • build confidence that there is a future here
  • discuss next steps in their long-term career goals (often, this is not a promotion)
  • give a tap on the shoulder that tells them what they might consider doing next

Job fit: remind engaged employees of the reasons they like the work they do and the value they bring

Job conditions will be seen by many as their most impacted area of satisfaction! With the new limitation of a 40-hour work week, they will continue to try to find or create situations that align their personal priorities or work styles; we should help them – or simply confirm that they still have them!

  • they may seek control over how results get achieved
  • they may find value in involvement in decision making
  • they may need collaboration with colleagues
  • they may seek degrees of formality that suit them (in dress code or office behavior)
  • they may seek specific shifts or hours of operation that impact their lives outside work
  • they may work best with specific management involvement or style

Recognition & rewards need to continue to demonstrate that we value their contributions, and these are most effective when planned by leaders who know and incorporate the employee’s passions and motivations

Reality: Your best employees should be the easiest to keep engaged because they usually know the critical goals of the business and how they impact them.  But a key to maintaining their engagement could be your knowledge of what they like about their job and helping them find ways to maintain those highly valued aspects through the required changes.

 FOLLOW US & don’t miss the next PEPPERBOX blog: Let’s look at a sample employee development plan from a supervisor who attended the refresher training.

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