Company leaders have given much attention to employee engagement to enhance their bottom lines. It is a widely discussed topic. Administrators look for tools and programs, such as volunteer and giving programs, that will increase employee engagement. Though these programs are great and may be useful they are programs that are outside of the company. And despite the attention given to this many companies still seem to have difficulty in having fully engaged employees consistently.
TINYpulse, that helps companies gather employee feedback, recently conducted a survey of 300 organizations encompassing 400,000 employees. Here are some of the results.
1. Only 42% of employees know their companies vision, mission, and values.
2. Team play and collaboration are the top traits employees love about their co-workers.
3. Organizations that don’t promote employee suggestions are at an innovative disadvantage.
4. Management transparency is the top factor when determining employee happiness.
5. Employee happiness is 23.3% more correlated to connections with co-workers.
The bottom line of all the employee engagement talk is the relational connection. This has to do with interaction that produce emotion which could be cynicism, fear, anxiety, hope, excitement, liking, dislike, anger, frustration, gratitude, and a host of others. At the end of the day let’s not kid ourselves, it is based on how the employee feels. A serious and crucial part of this is trust. If an employee doesn’t feel safe or that the company/management is trustworthy, they will most likely not engage of disengage and their performance will decrease. Part of this is also the perception of whether the company/management cares. This affects whether the employee cares.
Edelmann published their Trust Barometer this year -2014. Twenty per cent of people said that business leaders were inclined to tell the truth. Twenty-one per cent believed that business leaders would make ethical and moral decisions. And nineteen per cent believed businesses would contribute to solving social issues. All of this will reflect in employee engagement levels.
It was also pointed out that there are five performance clusters that are key to building trust. They are employee and customer engagement, integrity, products and service, purpose and operations, and human interaction. Three out of the five, more than half, are focused on people and human interaction.
So the focus should be on the employee through the frontline manager. There are some things a manager should keep in mind and action to especially build trust.
1. It’s necessary to get and keep the employees engaged and this comes from interaction with the employees from the frontline manager.
2. Have incredible communications in meeting, one-on-one with openness and saying it the way it is. There is no place for half-truths. Never lie to employees.
3. Be front and center during tough times. Be with the employees when it get difficult.
4. Be interested in the development of employees as a team and individually.
5. Focus on the talents of the workforce.
6. Praise the employees for their accomplishments. Publicly support the team.
7. Do what you say you are going to do.
8. Listen. Employees have a lot to say and have great ideas.
These are a few areas to keep in mind but the big picture is that a working relationship between the manager and the employee is the way to have everyone involved and engaged.