Globe and Mail – Gabriella O’Rourke – Monday, August 15th, 2011
It’s no secret that having a highly-motivated workforce is good for business. But can small and medium-sized businesses really compete with the employee engagement programs offered by larger competitors? The answer is yes. By following these ten suggestions, even organizations with a minimal budget can create an open, accountable and enriching environment for their workers:
1. Awards only go so far. ‘Employer of the year’ award programs are great ways to show that the organization is committed to the concept of engagement, but they do not guarantee an engaged workforce. Ineffective management can undermine even the most innovative employee incentive programs. Likewise, just because an organization has not submitted to external validation does not necessarily mean they are any less of an employer of choice for their staff.
2. If you want them to care, you have to care. This one is pretty straightforward. If you want people to commit their time, energy and commitment to things that matter to your organization, it pays to show an interest in your employees and their work. Remembering names and paying attention to the things they tell you about their families, special events, holidays, hobbies and interests is critical. This type of behaviour proves to your staff they are more than just a ‘resource’ for you. If you’ve ever watched an episode of Undercover Boss, you can see this very clearly. Sometimes, the best motivation comes from someone simply paying attention and listening.
3. Demand excellence and hold people accountable. While you may not condone his brutal leadership style, those who work with Gordon Ramsey seem to be highly engaged. A small compliment from Ramsey over a well executed risotto caneradicate the devastation of criticism he dished out only moments before. And whatever you might think of Ramsey, he is a perfectionist who holds people accountable and expects them to live up to their potential. While you may not wish to be quite so aggressive in the workplace, it certainly pays to be real when it comes to performance. A tough critic who gives compliments sparingly and asks people to redo work that is not up to par can certainly drive engagement.
4. What you choose not to do is just as important. As a leader, your every action is being closely monitored by others. If someone is underperforming, the team expects you to deal with it. If you turn a blind eye, or worse yet, delegate an increased share of work to others to compensate for this weak link, your stronger performers will start questioning why they should work as hard as they do. Without the proper feedback, a weaker performer loses the opportunity to step up or find a better fit for their skills elsewhere.
5. Don’t let your lack of planning become someone else’s emergency. Putting something at the bottom of your pile until you get around to it, or until a creeping deadline makes it urgent, is a clear indication that the project is not important to you or the organization. Imagine how motivating it is then to be the one who has to deal with that last-minute emergency due to your procrastination or lack of planning. If it wasn’t important to you to do it sooner, then its not important enough for someone else to have to drop everything they are working on to make it happen, perhaps causing them to fall behind on other projects.
6. Help them discover their strengths. All employees want to see personal progression. For some that might mean promotion and financial reward, for others it could mean something more personal. It’s worth asking your employees what would make today, this week, this month or this year a worthwhile use of their time and then show them how to achieve their goals.
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