Disengagement is costly. When a company’s most expensive and important assets (people) become disengaged, every expense multiplies and revenue dips. According to a recent study by The Predictive Index® that spanned industries, only about 20 percent of employees report being actively engaged at work. How do we change that number and maximize our investment in our talent? Below are seven habits our customers use to build highly engaged organizations.
Be sure to include your values and mission in all aspects of your company—from displaying them on your walls to making them a part of employee recognition.
Employees will follow your lead. It’s important for leaders at every level to be bought into the vision and values of the company.
For example, if your company values work-life balance, managers should not send or reply to emails over the weekend, as employees will assume they must as well.
Employees have goals outside of work, too. Ensure that you understand your employee as a person and what they hope to achieve both personally and professionally.
Provide regular checkpoints to see how they’re progressing, and have honest and open conversations about what is going well and what can be improved.
Employees want to know what’s next. Is it a promotion? A raise? Increased responsibilities? Outline steps along their journey that fit with their natural behaviors.
If a promotion isn’t an option, look for ways for an employee to take on additional responsibilities or work cross-functionally.
Think about the values of your organization and how you can tie benefits to beliefs.
Non-traditional benefits—such as charity matching, types of supplemental insurance, education reimbursement, and more—can help to reinforce your company’s core values.
Regularly measure and diagnose what’s going on in your organization. At a minimum, employees should be asked about their engagement and employee experience at least once a year.
Be sure that results are kept confidential. Anything to break the trust of anonymity will take away from the purpose of collecting direct feedback.
It’s one thing to measure engagement; it’s another thing to act on it. Effective organizations compile engagement feedback and make a plan of action at a corporate level and manager level.
Set up key milestones to check on progress, and incorporate measurement questions into your next pulse check to see if you’re moving the needle.