We keep hearing all about communicating and engaging more with employees. Whether it be through performance-based feedback or monthly team bonding events, you should show that you’re paying attention and that you know what your employees are doing. Plus, a little appreciation never hurt anyone. The following benefits prove why engaging and showing some gratitude can help your employees and your overall organization.
Are happy employees engaged employees? Truthfully, it doesn’t matter (to performance) if your team is happy or not. It is important to have happy employees; denying them so could easily result in a change in employer. When the workday comes to a close, however, what drives business growth? Some companies have taken a high interest in prioritizing the engagement levels of their team in order to drive performance demands. Here are a few ways employee engagement affects performance. Continue reading How Does Employee Engagement Affect Performance?
As with just about every aspect of performance management, opinions are divided on the question of whether managers should focus on the performance or the engagement level of their people.
Those on the performance side of the debate say that performance-oriented managers drive bottom-line benefits such as profitability, market share and competitive dominance by helping their people achieve specific performance goals and remain closely aligned to the company’s/department’s objectives. Those on the engagement side of the debate say that engagement-focused managers help reduce costly turnover and increase employee productivity and loyalty by sustaining high levels of employee motivation and discretionary effort. Continue reading Performance or Engagement? And the Winner Is …
You might recall that Daniels was among the first individuals to champion the notion of applying behavioral science to the workplace. As a result, he’s widely known as “the father of performance management.” In discussing our post, some people told us that they’re fans of Daniels’ work. Others said that, while important, his ideas focus too heavily on performance optimization and the bottom line—i.e., wringing the maximum amount of hours and effort out of every single employee. Continue reading The Importance of Discretionary Effort—and How To Inspire It
One of the primary objectives of performance reviews is to ensure that needs are being met—departmental needs, functional needs, organizational needs, and employees’ needs. And there’s the rub. Too often, employees’ needs are overlooked during performance reviews.
Managers focus on other aspects of performance when conducting reviews: whether goals were achieved or not, an employee’s strengths and weaknesses, skill gaps that must be filled, and the like. However, as a recent Harvard Business Review blog post illustrates, it’s a mistake to overlook whether employees’ needs are being met. Continue reading Meeting Employees’ Needs: Culture Management, Engagement, and Preventable Turnover
Sixty percent of best-in-class organizations consider employee recognition extremely valuable in driving individual performance. This statement comes from the Aberdeen Group’s recent report, “The Power of Employee Recognition.” Yet the report goes on to say that “only 14% of organizations provide managers with the necessary tools for rewards and recognition.”
This disconnect becomes more alarming when you consider research from Bersin by Deloitte showing “organizations with recognition programs that are highly effective at improving employee engagement had 31 percent lower voluntary turnover than those organizations with ineffective recognition programs.” Continue reading Employee Recognition Should Be Pervasive
According to a new SHRM research report, Job Satisfaction and Engagement: The Road to Economic Recovery, employees are citing pay as the top contributor to their overall job satisfaction.
The report flies in the face of a body of research that claims compensation isn’t a significant contributor to job satisfaction. SHRM says that 60 percent of surveyed employees rated compensation/pay as “very important,” while another 36 percent rated it “important.” Just two years Continue reading Compensation Reigns as the King of Job Satisfaction
Managers often feel responsible for telling employees what’s expected of them in their day-to-day work and how they interact with teammates. It comes with the territory, managers reason. It’s part of my job.
While that’s true to a degree (during onboarding and performance reviews, for example), there’s a better way to drive desired employee performance. Managers should show employees what’s expected through their own behavior. Continue reading Managers: Want To Increase Employee Engagement? Model the Right Behavior.