The 12 Ways to Engage & Retain Staff – Part 3 – Growth and Profit

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The 12 Ways to Engage & Retain Staff – Part 3

The 12 Ways to Engage & Retain Staff – Part 3

By Andrew Cooke | September 9, 2012

The 12 Ways to Engage & Retain Staff – Part 3

by  Andrew Cooke, Growth & Profit Solutions

12 Ways to Engage & Retain Staff, Image (c) People Insight

In the first blog in this series we looked at why employee engagement is so important and provided an overview of Gallup’s findings from its extensive research.  This was summarised in the 12 ways to engage employees.
In the second blog we examined the first 3 elements in further detail.  This included:

  1. I know what is expected of me at work.
  2. I have the right materials and equipment I need to do my work right.
  3. At work, I have the opportunity to do what I do best every day.

In this blog we continue with the next 3 elements provided by Gallup:
4. In the last seven days, I have received recognition or praise for doing good work.
5. My supervisor, or someone at work, seems to care about me as a person.
6. There is someone at work who encourages my development.
So let’s look at each of these in turn.
Fourth Element – Recognition & Praise
What does it mean?
Great managers consistently give their direct reports prompt feedback and positive recognition, not just at the annual review when the feedback is often too little, too late and lacks context.  Recognition is not just about financial benefits, but includes on-going recognition and constructive feedback.
What is the evidence?
Employees are twice as likely to say they will leave their current company in the next year if they do not receive adequate recognition. Additionally, employees who report not receiving adequate recognition/feedback are more likely to feel as though they are underpaid.  Gallup research indicates companies are able to increase productivity and revenue when employees report receiving prompt feedback and positive recognition.
What should we do?

  1. Provide regular, appropriate and constructive feedback to your reports.  Make sure it is timely so that is relevant and applicable to the context of the situation for which the feedback is being provided.  Remember the effect of praise is short-lived – so look to provide it properly and appropriately every week.
  2. Don’t assume that your reports know that you appreciate their work – they can’t read your mind, so tell them!
  3. Remember people gravitate towards positive reinforcement and positive words.  You attract positive people and encourage them to be positive in turn creating a positive spiral effect.  This is especially true as, in the perception of employees generally, praise is painfully absent from most companies and the workgroups within them.
  4. Positive changes also happen to people who give the praise
  5. Provide objective examples with praise; make it clear why and for what it is being given to both the recipient and others.
  6. Find the forms of feedback that mean the most to each of your employees and use them – it makes the recognition and its positive effects more powerful.

 Fifth Element – Someone at Work Cares About Me as a Person
What does it mean?
Great managers take an authentic and personal interest in the employees they manage, and their employees recognise it as such.
What is the evidence?
Companies can experience 22-to-37% higher turnover rates when employees believe their manager treats them as just a number.  Gallup research has continually showed a direct correlation between employees feeling as though they are not cared about and employee resignations.
When our emotions kick in the connection is personal, so people will treat each other differently when there is a personal connection. If people feel there is a lack of a personal connection, then the employer is seen as unfair and uncaring.  Staff are more motivated by the emotional need to support their colleagues, than the cognitive appeal of financial rewards.
What should we do?

  1. Limit giving orders and using authority as they have limits as to how well they works (this is especially true of new managers – see this article for more);
  2. Help your employees to engage with both you and their peers.
  3. Provide emotional support.  The greater this is, the greater the team work – with higher levels of trust, robust personal networks, vibrant communities, shared understandings and a sense of equitable participation.  This supports collaboration, communication, commitment, ready access to knowledge and talents, and coherent organisational behaviour – drawing individuals into a group.

Sixth Element – Someone at Work Encourages My Development
What does it mean?
It’s all about serving people well and respecting people for who they are. Great managers actively encourage the development of their direct reports, they look to help employees improve and grow beyond their existing roles and them as their manager.
What is the evidence?
Nearly 40% of employees – that is 2 in every 5 people! – believe that no-one in their company is encouraging their professional development. Plus, statistics indicate employees have an unwritten workplace expectation of having a mentor to help them in their development.  Gallup research indicates employee on-the-job engagement is higher when employees have someone in the company actively encouraging their development.
What should we do?

  1. Use mentors and coaches (internal or external) to help people develop the skills they need to maintain them in new roles, to help them develop the skills they need to get to the next level, whilst helping them achieve traction in their work and associated results.  NB: frequently managers need coaching support most, often they are promoted into a managerial role based on their technical capabilities which will not sustain them in their new role.  Rather, they need to develop the necessary managerial, business and leadership skills to enable them to perform – this, ironically, also helps to retain key managers who are often the ‘engine room’ of the business.
  2. Provide practical, relevant and timely guidance through personal interaction.
  3. Provide the necessary role models help people to see and discover how accomplishments are within reach.

Which of these 3 elements have you used and to what effect?  If you were to rank them which would you use first?  Would you use them with everyone, some of them or with no-one?
Share your ideas, and share the wealth.
In the next blog we look at the next three elements including:
7. At work, my opinions seem to count.
8. The mission or purpose of my company makes me feel my job is important.
9. My associates or fellow employees are committed to doing quality work.
Until then share your thoughts and ideas here, and feel free to share this blog and articles with any colleagues, clients or friends you feel may find this of value.
Click here to find out more about Andrew Cooke and Growth & Profit Solutions.

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