Gallup concluded that 71% of all employees are either “not engaged” or “actively disengaged.” In simple terms, most workers are producing far less than they were capable of producing.
The problem of disengagement can become even more pronounced during the summer months or any time there is an economic slowdown.
Employee attention tends to wander off to those “those lazy, hazy, crazy days of summer” rather than their work responsibilities
So what can you do to keep your employees engaged, their morale high and performance at its peak during times of distraction?
1. Recognise disengagement
You can’t fix it if you don’t even know it exists. Fortunately, it’s visible. You see it in their eyes.
As Eric Allenbaugh writes in HR Magazine, there are two eye patterns that indicate disengagement.
There are the glazed eyes. As one 42-year-old manager said, “It stopped being fun here 16 years ago.” His glazed eyes and numb spirit said it all.
There are the beady eyes. A bright, yet disenchanted three-year employee said, “This place sucks, and I can hardly wait to get out of here.” Her beady eyes communicated a strong message of discontent.
I would add a third: Distracted eyes. By simply looking at someone, you can tell if they’re mentally present or somewhere else. This is especially common during the summer or when business is slow.
2. Consider the high cost of disengagement
When a company pays an employee R300 an hour (or any amount of money) to perform a task, that company is entitled to R300 of productivity each hour in return. If the employees give anything less, they are – in effect – stealing from the company.
You can’t allow that to happen. It’s too expensive. It destroys the employees’ self-esteem, because no one can feel good about him or herself doing just enough to get by.
3. Make sure you are not a part of the problem
I often ask my audience members how many of them ever came across a job candidate who didn’t want to be there, who disliked the company, its products and its customers and then thought to themselves, “That’s just the kind of employee I want” and went ahead and hired that individual. No one raises their hands.
So I ask them, “If no one ever hired a person like that, then why do companies have so many of them?” It’s because something happened to those employees during the course of their employment that turned them off.
According to Terri Kabachnick, in her book I Quit, But Forgot to Tell You, some of the most common causes of disengagement are a lack of information, lack of job purpose and lack of respect. To re-engage your people or prevent disengagement during your slowdown periods in the business, you must …
4. Keep them fully informed
In one Chamber of Commerce study, 50,000 employees from all types of industries were asked to rank the 10 factors that had the biggest impact on their morale and motivation.
Not surprisingly, the employees listed “being in on things” or “being fully informed” as the second strongest morale-building, motivating factor in the workplace.
After studying the communication patterns in dozens of organizations, Tamotsu Shibutani concluded, “You had better keep your people informed, or they’ll make it up, and it won’t be flattering.”
If you want an engaged workforce, you’ve got to communicate, communicate and then communicate some more.
5. Instill a sense of job purpose
It’s almost impossible for employees to spend five, 10 or 20 years on a job and feel good about themselves if they think their jobs are a colossal waste of time.
Employees need to know more than what a job entails, and employees need to know more than how to do a job. They also need to know why they’re doing a job.
A part of leadership is making sure that your people come in every day feeling like they are working on the most important thing.
This is especially important when your people may be thinking more about some outdoor summer activities than their jobs.
To build an “engaged” culture where you engage the disengaged, you’ve got to tell people that their work matters. You’ve got to show people that their jobs have a purpose that only they can fulfill.
6. Show respect
You may think this strategy only applies to the younger generations in the workplace.
After all, we keep hearing about how needy the younger generations are – asking for more recognition, more challenges, more autonomy, more communication and more rewards. But a baby boomer in his 60s put it this way in one of my workshops: “We want the same things. We just felt we couldn’t ask.”
When your younger workers badger you for more respect and recognition, just remember all your employees crave the same thing.
Their communication methods may differ, but their needs don’t. Employees want to be regarded first and foremost as people who are respected.
That’s why most of an employee’s productivity is directly attributable to his or her manager. If an employee feels like he or she is nothing more than a number filling a time slot for a manager, the employee is not going to be fully engaged.
To show your respect, treat each employee as an individual. Get to know each person’s strengths and weaknesses and likes and dislikes. Call each person by his or her name.
Certainly, good weather, summertime activities and an economic slowdown can distract your employees. It may even contribute to their lack of engagement. But with these six tips, you can keep your people fully engaged, for their own good as well as the company’s.
This article was originally posted here on Entrepreneur.com.
The 3 Nasty Little Secrets About Teams
Internal competition, poorly designed incentive systems and groupthink can derail your group quickly.
In today’s world of business, we all understand the value of teams. Well-functioning teams can collaborate and drive innovation, which is a competitive advantage. Without innovation, many companies wither and die.
Iconic brands like Borders and Blockbuster are examples of companies that were unable to adapt quickly enough to the changing competitive landscape. Now you can bet that these companies understood the importance of innovation and had teams focused on the future, but what went wrong? From my experience, three things derail teams – internal competition, poorly designed incentive systems and groupthink.
When companies have processes and structures that create competition for limited internal resources, things can get ugly quickly. Strong team identity can be a huge benefit to productivity and engagement but only if all of your departments have a single goal that requires co-operation, not competition, amongst the departments. So how do you create the “big goal?”
Ideally the big goal is a concept and more abstract. It should speak to your company’s purpose. For example, one PEO company’s big goal was to provide unique human resource solutions to their customers’ problems by listening to customer needs and leveraging unique technology solutions.
Once the company “why” was clear, the CEO facilitated a discussion with each department about what the goal meant for them. They explored the answers to questions like: What are the principles and programs that each department could create and embrace that would assist them in providing unique solutions to customer problems?
For the PEO, listening to customers was determined to be a core principal. The CEO met with his executive team to determine what program could be developed for each department that would enhance listening to their customers. In this case, all the executives agreed there were three departments – sales, customer service and accounting – that interfaced with customers on an ongoing basis. And, that without the three departments cooperating, they could not deliver unique custom human resource solutions to their customers.
Armed with this knowledge, each of the three department leaders were in charge with communicating the big goal and assisting in determining what department goals would drive and support the big goal while requiring the cooperation of the other departments.
With incentive systems, remember that what you incent and reward others for will drive their behavior and results. The classic example is sales commissions. When the metric for sales commission is revenue, you will have your sales team looking for any sales opportunity. But, if you compensate your sales team by gross margin dollars, your sales team will bring you only profitable sales.
Compensating sales by gross margin dollars may increase profits but it doesn’t help solve the problem of internal competition amongst sales and other departments. What behaviors do you need to increase your sales and profits while focusing on collaboration and innovation?
For one technology company, there was one value that all employees within every department lived by that helped drive company growth and profitability – listening to and solving customer problems. So company leaders proceeded to develop firm goals around listening to customers and driving innovative solutions. Then each department created specific objectives, which linked to the goals and were dependent on the other departments’ co-operation.
Leaders often have strong opinions, which can lead to groupthink. Groupthink discourages perspectives from being challenged and narrows thinking, stifling innovation and organisational competitiveness. In order to manage and break groupthink, a leader needs to listen more than talk during meetings where strategy and innovation are the focus. He/she needs to have dissenter(s) on their teams and encourage and support the dissenters. While team members generally do not like dissenters, they are often the ones who care the most and have the courage to dissent.
As a leader of a team, is your team at risk of groupthink? You can do a quick assessment by asking for feedback from team members on your listening skills. How much time do you spend listening versus talking? When do team members get the opportunity to speak in meetings? What questions are you asking that will lead to exploring alternatives and processing information objectively? Who are the dissenters on your team? And how do you support and encourage their views and suggestions?
One technique I recommend to team leaders is Six Thinking Hats presented by Edward de Bono in his book by the same title. The method will transform your meetings so that all perspectives are taken into account.
Now that you know the derailers of teams, it is time to take action and define goals that drive collaboration across the company, reward teams for working collaboratively and encourage the dissenters on your team. What is your first step?
This article was originally posted here on Entrepreneur.com.
7 Bad Workplace Habits Millennials Need To Stop Making
Walk away from the computer once in a while. Leave your tablet behind for meetings. And don’t check your smartphone during a conversation.
The millennial generation has faced a great deal of criticism, and in some cases, scorn from older generations. We millennials – yes, I’m one of them – are seen as selfish, entitled and demanding, not to mention addicted to technology.
Are these stereotypes true? Certainly not for all millennials. But there are certain tendencies and habits that are associated with the millennial generation more than any other generation – and they run both positive and negative.
Here, let’s focus on the negatives, setting aside the fact that you can’t categorize an entire generation, and behavioral traits and stereotypes can’t be empirically proven to exist. Instead, let’s focus on the bad workplace habits that the older generations perceive millennials to have, and work on eliminating them.
Regardless of how much of a stereotypical millennial you believe yourself to be, you’ll make a better impression in your new work environment if you avoid these common bad habits:
1Making demands instead of requests
Millennials do have a habit of making demands, and setting more rigid requirements for their workplaces. On some level, this is good; too many modern workers are afraid to voice their opinions, and would rather keep their heads down than verbally address something wrong with the organisations.
However, when voicing your opinion, turn your demands into requests. Making a request of your employer shows more respect and subordination than making a demand, which is especially important if you’re new to the organisation.
The more experience you earn, the more demanding you can afford to be, but start out by making requests instead.
Confidence is good, but overconfidence can ruin your reputation if it’s perceived as arrogance. Millennials tend to overestimate their abilities and knowledge in the workplace, which is especially irritating to people from the older generations who have spent far more years on the job.
Recognize that your superiors have been at this job longer than you have, and don’t be afraid to exhibit confidence – as long as you keep that confidence reasonably in check. It’s better to perform well with a sense of humility than to boast about your abilities and fail to meet expectations. Just as happens with demands, you can demonstrate more confidence over time as your accomplishments start to speak for themselves.
3Relying only on certain forms of communication
Most millennials prefer text-based forms of communication over voice-based forms. They’re more comfortable with mediums like SMS text and email because they’ve grown up with these formats, and recognise the fact that they give you more time to put your thoughts together (not to mention leaving a paper trail).
However, it’s important to recognise that not everyone prefers to communicate this way – and that there are advantages to making a phone call rather than emailing. Showcase a degree of flexibility in the way you communicate, and you can eliminate this bad habit altogether.
4Talking more than listening
This is a bad habit for any generation, not just millennials; but for millennials, it’s far more damning. Because millennials are seen as self-centered and overconfident, talking too much can be seen as an exacerbation of these qualities (even if it’s just a result of this individual’s extroverted personality).
Instead, make a conscious effort to speak less and listen more, especially when you’re in the company of someone more experienced or more authoritative than you are. You’ll end up making a better impression, and more importantly, you’ll learn more in the process.
5Assuming a certain behavior or action is okay
Office environments are becoming more relaxed. Work schedules are becoming more flexible, etiquette is becoming looser and dress codes are increasingly casual. These trends are facilitated by increasing technological sophistication and decreasing reliance on old-school business tropes. However, this isn’t a free license to show up at the office whenever you want, wearing whatever you want.
In fact, doing so could mark you as both overconfident and disrespectful. Don’t just assume a certain action or behavior is okay. If you’re even slightly in doubt, ask someone.
Millennials grew up with technology that provided instantaneous information on demand. They work fast and think fast, which makes them highly productive and ingenious. Unfortunately, this high pace also lures them into the multitasking trap, tempting them to try to accomplish many things simultaneously in a bid to work as fast as possible.
As more people are beginning to realise, multitasking is ineffective, and engaging in multitasking could weaken your performance in multiple areas.
7Staying plugged in
Again, thanks to our natural history with technological devices, we millennials tend to be more reliant on them than our older-generation counterparts. There’s a perception that weare addicted to technology, so if you’re young and want to combat this stereotype and improve your reputation in the process, avoid staying “plugged in” for too long.
Walk away from the computer every once in a while. Leave your tablet behind for that important meeting. Above all, don’t check your smartphone when you’re having a conversation.
The truth is, there are some differences that set millennials apart from other generations. This doesn’t mean millennials are bad workers or good workers – it just means they work differently. Acknowledging those differences, and compensating for them when they create workplace dissonance, can help you better adjust to your job, and make a better impression with the people in charge.
Focus on eliminating these bad habits, and you’ll stand apart from the rest of your generation.
This article was originally posted here on Entrepreneur.com.
End Of Year Slump? Now’s The Time To Pull Out The Right Rewards
It has been a long year with many economic turmoils. People are tired and many employees have just one goal in mind — to take a well-deserved rest.
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For sales people this should be the last thing on their minds. The festive season is especially the season to sell, sell, sell. What is the best way to solve this conundrum?
Motivational programmes that offer staff incentives have proven highly successful. They can generate a positive, productive atmosphere. November, through December into January is the time of year when annual targets will be achieved and contracts renewed, so what better time to drive activity and incentivise the workforce?
As an incentive solution company, Uwin Iwin has the necessary experience in achieving the optimum results.
Timing is everything
The tradition of pre-Christmas reward means employee recognition is delivered before the year is out. Although the extra money will come in handy for gifts and what-not, January is usually a lean month.
The reward process could be split, for example, with half the reward given before Christmas and half in the New Year. A reward at the start of the year is the perfect way to perk up employees who may be suffering from the January blues, and focus them on activities for the months ahead. It also helps extend the feel-good factor of the festive season and ease the post-Christmas squeeze on spending.
Increasing normal rewards
For those who have to work during this time, motivation can ebb away. Instead of the normal incentive programme, introduce competitions and make it fun. Increase normal incentives by 50%, for example, to motivate sales channels to perform at the highest levels possible.
Considering that buying power increases through more disposable income, December offers the perfect opportunity to maximise sales figures.
A targeted approach
When it comes to deciding on targets, realistic goals need to be set. Goals must be achievable and fair, and the best way of deciding them is to ask staff to select their own. This means that their commitment to achieving the target is greater because they take ownership of it.
Businesses should not concentrate on rewarding top achievers in their workforce, but ensure the programme is designed to engage and improve performance across the whole of the team, especially during this time when employees might feel deprived of a festive season because they have to work.
Reward categories could include Performance of the Month, Biggest Improvement, Best Comeback, to name a few.
Related: Incentives to Promote Job Creation
The challenge that many businesses face when planning their festive reward strategy is what type of reward to give. Cash is appreciated by most employees, but runs the risk of being an ‘invisible reward’ — forgotten once it hits the bank account and likely to be spent on day to day necessities.
Money being uploaded onto a gift card that can be used anywhere is much more rewarding. Uwin Iwin has the perfect solution in the Kudosh card that offers exactly that — cash on a branded card accepted by any vendor that accepts MasterCard.
Rewards beyond gift cards
Out of the ordinary rewards can be a very good incentive. One option that works nicely is the earning of days off (increased leave) that can be used outside peak seasons. Sending out questionnaires to keep your ear to the ground when it comes to preferred rewards will give you great insight into possible solutions.
End-of-year rewards resonate strongly with employees as a way of acknowledging their contribution throughout the year. It is therefore also a good idea to use this opportunity to acknowledge the achievements of employees by presenting their rewards on a public forum.
This adds a personal element and provides public recognition for the member of staff in front of their peers and is fitting for an end-of-the-year festive celebration.
Communication is key
Communication over the festive season is especially pertinent. Regular emails, SMSes and even hard copy pamphlets outlining the increased rewards serve as a constant motivation.
The trick here is to make the communications so powerful that they overcome end-of-year fatigue.
Ask Uwin Iwin to help you to relook your incentive programme this festive season. And while it shouldn’t be the only incentive you provide for the year, it is good to make it a little more special for your valuable employees during the festive season.
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