In recent years, employee engagement programmes have become part of business leaders’ efforts to improve morale in many organisations. The thought is that by paying for you to take part in training programmes or join trade organisations, your boss assumed they could make you more engaged at work. It’s all part of a movement toward finding new ways to motivate employees.
Unfortunately, these methods probably aren’t working for many employees. According to a study from EMPLOYEEapp, of the 71 percent of surveyed employers who have implemented employee engagement initiatives, only 37 percent believe their employees are actively engaged.
Training courses are the most popular form of employee engagement, followed by open-door policies and reimbursements for memberships in industry groups.
Why they fail
The EMPLOYEEapp research wasn’t the first study on the effects of employee engagement programmes on workforces. A previous study found no connection between your engagement and how well you performed. It’s possible that companies are already so disconnected from their employees that making attempts to engage them can amount to little more than guesswork.
For employers to create programmes that truly increase employee engagement, they need to first determine what employees want.
Instead of forcing a new initiative on workers and expecting them to buy into it, employers should take steps to learn what employees are interested in, including any courses they’d like to take in order to help them reach their long-term career goals.
Training and development
When employers hear they need to invest in training their employees, they often start signing up their teams to random courses. They assume a leadership or teamwork course for the entire staff will suffice. By not taking the time to individualise the experience to each employee, the entire team may feel as though they’re being sent to yet another mandatory training class that wastes their time.
The problem is, most employers feel that bringing in instructors to teach a class only one person can benefit from is a waste of money. Online training is an attractive option, with many sites offering a wide variety of courses that can appeal to various types of employees.
In addition, employers who want to bring specialised trainers in can group employees by the types of training most beneficial to them and conduct in-house training sessions with those groups.
What employees can do
If you’ve been at the other end of these failed initiatives, it may seem as though there’s little you can do to change things. However, being fully engaged can help with your own career.
Employee engagement has been connected to business success. If you’re happier and more productive it’s generally going to boost the company’s bottom line. If you positively contribute to the business’s growth, you’re more likely to get promoted – or even earn a helpful reference.
Instead of waiting for your bosses to offer learning opportunities, you should seek out your own career development options. You should take the time to consider where you’d like to be in your career in five to 10 years and start building the resume that helps you achieve those goals.
Even if you see no advancement potential in your current company, you should consider how certifications and experience might look on a resume.
Online courses to increase engagement
Both employers and employees can benefit from finding a resource that offers courses on a wide variety of career development and job-specific topics.
Sites like Lynda.com and Udemy give you plenty of choices, as well as personal development options. For employers, granting access to these platforms and letting employees choose classes on their own can be a strong motivator.
For employees, sometimes even a personal development course can break up the monotony of the workweek, helping increase productivity.
With the right approach, engagement programmes can boost your morale and productivity. Explore these options with your supervisor, because achieving personal and career goals will not only make you happier at your job, but it may make your boss satisfied too. A happier employee is more likely to get the job done and do it well.
This article was originally posted here on Entrepreneur.com.
Use Talent As Your Key Competitive Advantage In 2019
What separates top performing companies from their more mediocre counterparts?
Ever since Jim Collins wrote about getting the right people in the right seats on the bus in his best-seller Good to Great, there has been an ever-increasing focus on the role that talent plays in the success of an organisation.
But, If you thought that great companies are successful because they attract, hire and can afford more talented employees, you’d be dead wrong. While conducting research for their book, Time, Talent, Energy: Overcome Organizational Drag & Unleash Your Team’s Productive Power, Bain & Company experts Michael Mankins and Eric Garton evaluated the relative productivity of 308 companies worldwide, and found that on average, all roles, across organisations, are made up of 14% A-level talent. This statistic holds true for the best-performing companies as well as poor performers.
In fact, the top-performer in their focus group was 40% more productive than the rest, but did not have significantly more A-level talent. This means that they had achieved what their peers had by 10am on a Thursday — and then continued to produce for the next two days.
As you head into a new year, consider what you could have achieved with an additional 90 to 100 days over the course of the past year? Where would your company be now?
Unlocking your potential
If talent is not the deciding factor, then what is? According to Mankins and Garton, it’s how that talent is deployed. They found that most companies have one A-level talent per team, spreading talent evenly across the organisation.
The problem is that this doesn’t take critical roles into account. Organisations that take the time to map critical positions within the company that directly impact key business objectives tend to be more productive. Why? Because their A-players are in the right positions and not wasted on non-critical roles that could just as easily be filled by B-players.
As an entrepreneur or team leader, your role is to grow your business or department. Your people are key to achieving this, so consider the talent you have to work with:
- Are your top players in mission-critical roles?
- Can they directly impact revenue growth?
- Are they filling roles that a B-player can just as easily do, and which won’t impact revenue if the same level of productivity or efficiency is not achieved?
Related: Competitor Analysis Example
Efficiency versus productivity
While you evaluate your workforce, consider how Mankins describes efficiency versus productivity.
Efficiency is when the same amount is produced with less. To become more efficient, businesses need to find wastage and eliminate it.
Productivity on the other hand is when we produce more with the same. This is achieved when you increase output per unit of input and remove any obstacles to productivity.
Lean organisations are very good at finding efficiencies. Growth organisations are highly productive. If you want to achieve both in 2019, start by ensuring your A-level talent are in the right positions. Then look at all the areas in your business that are costing you money and consider how you can strip those costs away without affecting your productivity. You do not want to hinder growth. You want to run a smarter, leaner business.
Finally, you don’t need to do it alone. Too many entrepreneurs work independently of their teams. You’ve hired great people — use them. What are their suggestions on improving productivity and efficiencies across the business? Ask the right questions and you may just discover talent you didn’t know you had.
Working Remotely? Why You Need A Car
The cars available at vehicle auctions in South Africa consist of both sedans and zippy hatchbacks which are perfect for town driving and will get you to your in-office meetings on time.
Remote work can be an amazing experience. You do not have to wake up at 5 am to beat the morning traffic and you can work from the comfort of your own home office (or bedroom). Working remotely can become lonely and you might have to visit the office for certain projects. This means that you will need to have a car.
If you are in search of an affordable but reliable car, vehicle auctions in Gauteng could provide the perfect car to meet your needs. Not sure why you need a car if you are working from home? Below are just some of the reasons why it is a necessity.
You might need to go into the office
While some remote work does not require you to be in the office, there are some instances that you might be required to go into the office. This can prove difficult if you do not have a car and have to rely on public transport.
Public transport can be unreliable, which means that you might not arrive on time for meetings or project conferences. Being on time for meetings and group chats is important, and being late can add to your stress levels. Having a car will help to make this journey easier. The cars available at vehicle auctions in South Africa consist of both sedans and zippy hatchbacks which are perfect for town driving and will get you to your in-office meetings on time.
You will need to perform daily errands
Whether you work from home, from a coffee store or in an office, the truth of daily life is that there are always errands to run. And without a car, you might not be able to perform these errands easily.
Grocery shopping can become heavy to carry home if you walk, and an appointment in a suburb far from your own might have to be cancelled. While these might not be as important as your work, you will soon find it frustrating having to call for a lift from a service such as Uber whenever you need to leave home. Not only will this become costly, but you will find it ineffective if you are in a rush or need to be somewhere at a certain time.
You might get lonely
Remote work does allow you a lot more freedom, but you have to put in the same hours as an office job. And these hours can become lonely if you are cooped up inside all day, alone. Having a car will allow you to meet up with friends in the afternoon or weekends.
Auctions will provide you with a diverse array of cars to choose from, including 4×4 options for those who enjoy longer journeys and adventures. Becoming lonely can be distracting and cause you to run behind on your work. If you are looking at working remotely but know that you could fall victim to this feeling, be sure to socialise with friends and family whenever possible. Having your own car will make this possible.
There will be client meetings
Remote work will mostly mean that you work from home or from your favourite coffee store. But it can also involve meeting clients to discuss a brief, which can be tricky if you have to rely on public transport. Not only will being late cause you to stress, but it will be a bad representation of your company for the client.
If you are able to drive yourself to meetings in your own car, there is a higher chance of a successful meeting. An Uber driver might get lost and a bus might break down, but your own car is reliable and affordable. If you have to meet a client urgently about a project, having to rely on public transport can be disastrous.
It is vital to take the fact of client meetings into account when you decide to work remotely and ensure you are able to represent your company the best way possible.
There will be company get-togethers
A company that consists mostly of remote workers is guaranteed to have regular get-togethers so that all the team members can meet each other and get to know one another. Sometimes, these get-togethers might be far away, and you will need an easy and effective mode of transport.
If you are in search of a car to get you from home to the next work gathering, the auction cars in Gauteng will certainly fit your needs. Not attending company get-togethers and events will reflect poorly on your ability to work in a team, regardless of if your team works together in an office or not. You will be able to learn more about your team and the company as a whole at these events.
5 Traits Of Highly-Effective Scrum Teams
Here are the top 5 traits of highly-effective scrum teams.
Scrum teams can make quick work of complex projects. But accomplishing your company goals by utilising a sprint team is difficult because effective scrum teams are so exceedingly rare.
If you’re thinking of assembling a scrum team, you have to be sure that you’re working with talented individuals who can tolerate the stress hyper-ambitious project management frameworks invite.
Agile teams are ones open to change, to communication, and to improving processes as they define them. Scrum teams have all these same qualities but are unique from agile teams in a few key ways.
You must search for key attributes that define great scrum teams before you begin your company’s next project. Here are the top 5 traits of highly-effective scrum teams:
Scrum is one of the leading frameworks implementing agile. Agile is an iterative process whereby teams are self-organised and self-motivated, delivering working products in cycles and measuring the progress of their project through these deliverables.
Scrum team members do not hesitate to change requirements, expand or minimise scope, or add or remove a planned feature from an end product.
Changing roles, revisiting processes, or scrapping failed plans is not unheard of for scrum teams. In fact, even changes late in the development process are encouraged.
Scrum defines the length of the iterative processes. The time spent on each cycle is defined as a sprint. With each sprint, which is usually only two weeks long, a small fragment of the project is completed.
Upon the completion of the sprint, the scrum master (or project manager) leads a retrospective, using past evidence and performance evaluations to determine how they will go about completing the next sprint. The sprint structure demands ambition.
Successful scrum teams are passionate and ambitious. With each new sprint, they concentrate their goal of continually improving and expanding what their team can accomplish.
3. Open to criticism
One of the foundational principles of scrum is continual improvement. The sprints and the project retrospectives between them serve to help the team better identify problems. In order for this to work, every team member must be open to constructive criticism.
In addition, they must understand how to apply this constructive criticism to make processes better. The team, therefore, must communicate clearly and concisely.
The team as a whole must be on the same page about improving processes. The team must be cohesive, open to mentorship, and gentle but honest communication.
An experienced team is much more likely to lead your company to success than an inexperienced one. It seems like an obvious bit of wisdom but it is nonetheless true. While you may be attracted to hiring a young team of passionate and promising project managers and developers, it’s a better idea to bet on an experienced bunch.
Scrum is an incredible project management framework. Still, there is no substitute for experience. No matter how strong a framework may be, it cannot buttress your project against unexpected challenges – only experienced project managers can do that.
Scrum team leaders have to underscore the importance of constant communication on a regular basis. Ideally, scrum team members are cooperative, communicative, and transparent. The best scrum teams can achieve a high level of cooperation with little to no contentious feelings.
Additionally, scrum teams are cooperative with the organisation as a whole. Often, scrum teams want to communicate and cooperate with other departments within a company. Instead of working in the dark, scrum teams prefer to engage business people, product owners, and marketers with their development process.
Scrum is one of the most popular project management methodologies based on the agile approach. Scrum is everything agile is but with a bit more of a backbone.
Scrum teams embrace fast-paced environments that use an iterative process to handle complexity. As such, successful scrum teams are adaptive, ambitious, and co-operative. They are open to constructive criticism and can leverage retrospectives to better the project.
No matter how hard your team tries, they are sure to encounter challenges. Experienced scrum teams can handle this pressure with cool, calm, and collected demeanour.
Expert scrum teams are rare, but it is possible to assemble one with the proper attention to the traits that comprise the most effective scrum teams.
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