You can always learn a lot of things by listening carefully to others. In recent days, we just came across some leaders at a company who use different kind of surveys to measure the engagement of its employees. Here, our goal is to explain the next steps.
During a lunch session, what they do is discuss all the things that they are worried about. Doing so is traditional way of improving employee's engagement scores. The leaders are challenged to develop action plans that are specific to the work space. The company follows a normal approach i.e. to list out things that the leader may plan to do for his workers. (Basically, the most focused keyword here is, "do for" the employees/workers.)
For instance, the kind of questions that an average action plan addresses the most include "What should I do for my employees to make them _____."
... Happier.
... More satisfied.
... More engaged.
... More productive.
... More careful.
... Deliver a better customer service.
... ____ (anything that may help them improve in the organization)
There are many things written about the employee's engagement. You will find a great number of ideas, programs, suggestions, and strategies as we have learned from such an efficient briefing of 30 minutes. The session was quite helpful that I was enlightened much more than I could have read through a collection of books on the subject.
There was a senior leader who quietly monitored all the discussion and after a while the groups asked him to give feedback on it. He was the one who used to follow the traditional approach of action planning, spent a lot of time to do things for the staff. He did a lot many things for his team to make them happier, more satisfied and even more engaged.
It was noted that the more he did for his team, the more his team expected from him. When he provided an employee with a solution to his problem, he was considered again and again on the re-occurrence of problem. If he made an employee's schedule flexible, then other team members expected the same favor from him. Even though, if he stayed late to cover for an employee then that employee started taking his such kind favors for granted.
Hence, he came to a point that all those things he did were perceived wrongly by the team. He concluded that the things were getting no results. The more he was giving, the more he was expected. The conclusion he made is listed below:
- Leveraging staff with more and more things was not a right way to improve their employee engagement.
- Doing so much for the staff members was also not a way for improving employee engagement.
- Providing his staff with the solution to problems was a wrong way towards the improvement of employee engagement.
After that the leader changed overall plan - and made some simple bullets. They are:
- The survey records the team's engagement.
- The survey is all about the team, not him as a leader.
- The team has to rate itself.
He told that the survey was not conducted for the popularity of manager, but the evaluation of team. Obviously, the director provides opportunity for the success of its team. The purpose of such engagement survey is to let the team evaluate itself; which means, the team reports, decides, and identifies the areas that are needing attention. And eventually, they take actions to solve their issues themselves.
The leader's responsibility is limited to providing support, resources, and attention to the team only. Also, it is not his duty to cover the team's work.
During the overall survey, he learned some key points i.e. listen carefully, be available on time, offer opportunities, support and encourage everyone, and also praise the employees' work. Most importantly, if you partner with them, it motivates them.
Since the director put a lot of efforts to connect with her staff and provide them opportunities, he said that the results are always dependent on the team. It is the team which drives outcomes by performing well.
The questions that arises here are:
What are your intentions to make them drive employee engagement?
At what point, you can partner with your team?
What opportunities do you make available for the team?
How more often you praise and support the efforts of your team?
Author Bio:Kristen is a New Jersey based freelance writer and editor. She is particularly known for her dedicated contributions to many online campuses where Caralyn University reviews, are on top of the list. Which helped in outpacing other competitors of the same domain. She is a member at international Women's Writing Guild, and has received many awards for her Creative writing. She holds a bachelor's degree in English and pursued a career in "content writing."
Her part-time hobbies include various sports including baseball, tennis, and more.
