How can employers improve employee retention from day one? Check these tips for onboarding new hires

Onboarding New Hires? Try These Tips to Boost Retention

In today’s challenging talent environment, retaining employees is a must. That’s why so many organizations consider onboarding new hires a top priority. When people feel genuinely welcomed at work from day one, retention increases dramatically.

If you could suggest one way to achieve better long-term results when onboarding new hires, what would you recommend? Recently, we asked business leaders to share their answers to this question. Their collective tips read like a playbook of best practices:

  • Assign an Onboarding Buddy
  • Challenge New Team Members to Take Initiative
  • Make Newcomers Feel at Home
  • Assess Each New Hire’s Personality and Work Style
  • Help New Employees Feel Connected With Others
  • Provide Extensive Product Training
  • Emphasize Company Mission and Values

To learn more about these ideas, read the responses below…

7 Ways to Drive Retention When Onboarding New Hires

1. Assign an Onboarding Buddy

Effective onboarding helps make new members of your workforce feel like they’re an integral part of the organization. It drives employee engagement and reduces time to proficiency. But it can be a tedious process to manage.

Assigning an “onboarding buddy” to every new team member is one way to ensure success. When facing an unfamiliar environment, many people hesitate to ask questions or communicate about their needs. Access to a dedicated resource can help people feel at ease, knowing someone is available to offer advice and answer questions when they arise.

This kind of support leads to multiple benefits — it provides helpful cultural context, improves productivity and elevates work satisfaction.

When our organization started a buddy system, we conducted surveys to evaluate the program’s impact. Results were impressive. After the first week on the job, people with buddies were 32% happier with their onboarding experience than those without buddies. And when we followed-up 90 days later, 42% of employees with buddies were more efficient in their roles than others.

Conclusion: These early relationships help people feel safer stepping into their roles. This encourages engagement and significantly improves talent retention at our company.

Jody Ordioni, Chief Brand Officer, Brandemix

2. Challenge New Team Members to Take Initiative

Although it’s essential to introduce new employees to key tasks, routines and procedures during the onboarding process, it’s also important to avoid too much hand-holding. You need to determine if people can be resourceful and work independently, rather than encouraging them to become overly dependent on guidance from others.

Of course, you can always be there to help as a manager. But the goal is to help people feel self-empowered and help them gain confidence and competence as quickly as possible.

Nick Shackelford, Managing Partner, Structured Agency

3. Make Newcomers Feel at Home

Many employers make the mistake of expecting new hires to adopt company culture by giving them all the instructions they need to fit right in. But bringing out the best in someone starts with recognizing their strengths and helping them see how those strengths can serve organizational goals.

Give employees time to familiarize themselves with your organization’s goals. And give them space to use trial and error when developing their own work strategies and tactics. This opens the door for people to bring new, authentic ideas to the table. It also shows you believe in their abilities, you’ve hired them based on their potential, and you’re willing to let them grow.

Zachary Weiner, CEO & Founder, Finance Hire

4. Assess Each New Hire’s Personality and Work Style

When onboarding new hires, one critical step is to assess their personality and work style. Every employee approaches tasks and communication differently, so it’s helpful to learn the best methods to guide each individual and provide feedback.

If you focus on this during the onboarding process, then you give every new hire the best opportunity to develop a lasting connection with you, your team and your organization.

Raegan Johnson, Office Manager, Argon Agency

5. Help New People Feel Connected With Others

A lack of connection is the strongest predictor of attrition among new hires. Research shows that employees who lose 2-3 peers within the first few months on the job are at least 2 times more likely to resign than others. Other data shows that resignations are significantly higher among new employees who are regularly late to work or absent, compared with those who are punctual.

Team support, connection and stability are the biggest retention drivers for new hires. This is why frequent interaction with managers, peers and skip-level managers is crucial.

Initially, managers should set the tone by scheduling frequent one-on-one meetings. Then gradually reduce the pace over time. Also, right from the start, encourage team members to welcome new employees and be available to support them on an ongoing basis.

Vahed Qazvinian, Co-Founder & CTO, Praisidio

6. Provide Extensive Product Training

A company’s products and services are its center of gravity. So, the sooner new hires are acquainted with these offerings, the sooner they can be successful in their roles. This is where extensive product training helps.

Knowledgeable team members are obviously beneficial for employers. But individuals benefit, as well. Knowing every nook and cranny of an organization’s products gives newcomers more clarity, confidence and excitement about what they’re doing each day. It also builds a stronger connection between new hires and your company, your customers and your mission.

Monika Dmochowska, Talent Acquisition Leader, Tidio

7. Emphasize Company Mission and Values

As someone who has been a new hire and has also hired staff members, I don’t think employers spend enough time focusing on mission and values. Leaders might mention the overall mission, but too often they give little attention to how a new hire’s role helps the organization fulfill its mission.

At our company, we spend time familiarizing people with our values and how these values set a foundation that makes it possible for our mission to thrive. Each person knows their job description, as well as how their role moves the company forward. This helps create a deeper connection and improves engagement.

Tamara Dias, Director of Culture and Client Partnerships, Perfeqta

 


EDITOR’S NOTE: These employee onboarding ideas were submitted via Terkel, a knowledge platform that shares community-driven content based on expert insights. To see questions and get published, sign up at terkel.io.

How can employers keep employees onboard and engaged during uncertain times? Meghan M. Biro says flexibility is the key. Learn more...

Flexibility: Key to Employee Retention in 2023

As 2022 comes to a close, several work trends are clearly visible on the horizon. Here’s one employers can’t afford to ignore — an alarming number of employees are still leaving their jobs. For all the talk about “the Great Resignation” being behind us, turnover continues to shape the world of work. And it doesn’t seem to be fading.

What’s the culprit here? In my opinion, too many employers continue to discount the need for flexibility in all its forms. Not sure if this should be a priority for you? Then consider some big-picture statistics:

  • recent Workhuman survey focused on workforce behavior and sentiment estimates that 36% of employees plan to leave their jobs in 2023.
  • Gartner predicts that steep 20% turnover rates will continue for the foreseeable future, with as many as 65% of employees still reevaluating their career paths.

These findings are hard to ignore. But rather than drilling down on disengaged workers and why they’re looking for greener pastures, I’d like to flip the script. Instead, let’s talk about people who want to remain in place. What can we learn from them?

Why Some People Stay

What is keeping people onboard? No doubt, some are hunkering down in reaction to growing economic uncertainty. But despite recent layoff news, many organizations are still hiring qualified talent. So why aren’t more people jumping ship?

Here’s why I think flexibility is the key. It is one of the most important factors keeping satisfied people connected with their employers and committed to doing their best work. In fact, as a motivational force, flexibility is second only to salary — ranking even higher than a positive work culture.

That’s powerful stuff. But it doesn’t tell the whole story. Let’s look closer.

Making a Business Case for Flexibility

If you’re mapping your HR goals for 2023, keep this caveat in mind: From a business perspective, flexibility may be losing some of its sheen. Organizations are facing the prospect of another year trying to juggle remote and hybrid workforce models. And after years of struggling to get it right, some companies may not be willing to invest as much time and effort to make it work.

Other business factors are causing leaders to push for a return to the office. After all, money talks. And the cost of office space doesn’t drop by 50% if only half of your workforce is filling the space. Also, we hear more executives emphasizing what suffers when people work from a distance — social bonds, career growth, collaboration and innovation.

But if you’re contemplating a full-scale return to office, perhaps you should think twice. Here’s why. I’m reminded of a 2021 #WorkTrends podcast conversation about flexibility with work-life expert and business consultant, Suzanne Brown.

Did Suzanne know something the rest of us weren’t ready to take seriously when she said this?

“People will stick around now. But as soon as the economy starts to strengthen, if you haven’t already built flexibility into your culture, you’ll start to lose people quickly.”

Circumstances may have shifted since that discussion, but Suzanne’s advice still holds true.

Flexibility Isn’t Just Skin Deep

When the conversation turned to imagining what flexible work could look like on the other side of the pandemic, I recall Suzanne saying:

Flexibility is more than just taking an afternoon off once in a while. Flexibility is how you treat employees in the long-term.

So true. The pandemic underscored what employers already knew (but may not have been willing to fully support at that time). But the fact remains, people want and deserve flexibility, even when the pandemic isn’t a concern.

With this in mind, what can employers do to build flexibility into their organization’s DNA? The challenge is to match the right conditions to choices that make sense for your workforce. Flexibility is both an informal and a formal state of work. And every organization is unique.

The possibilities are diverse: job sharing, split-shifts, permanent remote work, four-day work weeks, cross-functional talent mobility programs, project-based talent sharing, freelancing pools, part-time arrangements and more.

But the trick is to offer a mix of options that are relevant and meaningful for your people, while also supporting your organization’s values, culture and goals. If you’re serious about finding the best choices, you’ll involve your people in defining the options and being accountable for their success.

Clarifying the Rules

Flexibility deserves to be more than a random whim or a moving target. Employees and employers alike need to agree on guidelines. Indeed, your team’s ability to perform well in any combination of flexible roles demands a workable game plan.

Because employees see flexibility as the sign of a great work culture, it’s important to get their buy-in. Begin with a renewed reality check. Take the time now to ask employees and managers what kind of flexible options they believe would work best, going forward. (Anonymous surveys and feedback tools are terrific at helping you manage this process and interpret findings.)

Keep in mind that individual circumstances, career objectives and personal preferences change over time. What works for someone today may no longer fit in a year or two. People don’t want to be trapped in a work structure that no longer serves them. What will your process be for people who want to rethink their choices and modify their work model?

Here’s the clincher for employers. You need to demonstrate respect for people’s wishes. Respect and recognition are intimately connected with employee satisfaction, productivity and commitment.

That means leaders must be willing to do more than listen. It’s essential to take appropriate action in response to input. And it’s even more important to repeat this process, over and over again. When you demonstrate an ongoing commitment to building your flexible agenda around collaborative conversations, how can employees resist?

We’ll see what happens soon enough. The pandemic no longer has a grip on our every move, but the Great Resignation is still happening. No one knows for sure what will unfold next. But whatever challenges lie ahead, you can’t go wrong by staying in touch, staying open and staying flexible.

It could just be what convinces more of your people to stay.

Is quiet quitting a symptom of poor mental health? What can employers do to help? Learn more from workplace wellness expert Vittoria Lecomte, Founder of Sesh

Is Quiet Quitting a Symptom of Poor Mental Health?

One workplace buzzword many people are eager to leave behind is “quiet quitting.” The phrase dominated headlines this year, especially when a Gallup poll revealed that at least half of U.S. workers are disengaged.

Although this term is quickly running its course, the underlying problem remains. In fact, work engagement continues to slide, indicating a growing disconnect between employees and employers. No doubt, the quiet quitting phenomenon is a symptom of ongoing workplace upheaval. But I suspect it also reflects the need for better mental health support at work.

What Research Says About Workforce Wellbeing

Even as post-pandemic work engagement is dropping, countless studies reveal that depression and anxiety are on the rise. And the uptick in layoffs and economic uncertainty creates even more stress. Let’s look closer.

Nearly three-quarters of employees (72% ) say they’re concerned about finances – up from 65% last year – according to a recent report from financial wellness solution provider, Brightplan. And PWC research indicates that declining financial health impacts employee mental health and work productivity. Specifically, PWC found that 69% of employees who are financially stressed are less likely to feel valued at work – and therefore, they are becoming less engaged. 

Depression and anxiety are also leading reasons why people take time off from work. In fact, employers lose an estimated 12 billion workdays annually as a result of employee depression and anxiety. According to The World Health Organization and the International Labor Organization, this costs the global economy nearly $1 trillion a year. Both organizations acknowledge the need for concrete action to address workplace mental health.

How Can Employers Respond?

Some employers may ignore these disturbing trends. But others are taking action by creating an environment where workers feel more valued and supported.

For example, if you notice that “quiet quitting” is spreading among your ranks, it’s likely that these employees  feel under-appreciated. By offering professionally managed support groups as a benefit, you can send a much-needed message that tells people, “We see you, we care about your wellbeing, and you are valued here.”

This kind of benefit extends assistance to people who might hesitate to pursue individual therapy — which has historically been costly and difficult to access. And the pandemic has only made it worse. For example, at the height of the Covid outbreak, the U.S. average wait time to see a therapist ranged from 29-66 days.

The Benefits of Group Support

Multiple studies underscore how support group participation leads to improved employee mental health and job performance. In fact, our own research found that when employees attended group sessions, 50% became more productive and 100% experienced improved attitude and outlook.

Why are these results so striking? When employees have access to a clinically-backed support group program, their social connectedness and mood tend to improve. This, in turn, alleviates depression and anxiety. And group support not only helps reduce anxiety and stress. It can also play a central role in preventive care strategies designed to avoid employee burnout.

Why Group Support Helps

Depression and anxiety can fuel feelings of isolation and loneliness – two key reasons why people seek group support in their personal lives. Providing a safe space where employees discuss meaningful issues and concerns can increase their positive feelings about work and improve overall job satisfaction.

Because group support encourages dialogue among people with different perspectives, it can help participants build trust, empathy and openness that carries over into the workplace. However, it’s important not to require colleagues to join the same group. Also, it’s important to respect participants’ privacy by preserving their anonymity.

While the benefits of peer counseling are well known, new studies demonstrate how digital group support can extend mental health services access to more diverse populations. For example, some people have limited mobility or are located in rural communities where trained mental health providers aren’t unavailable.

Video-based group support is an excellent alternative, because it is affordable and accessible online from nearly anywhere on any digital device. This encourages connections and therapeutic conversations without requiring participants to wait for weeks or travel long distances.

Tips to Improve Group Support

When offering this kind of mental health benefit to your employees, keep this advice in mind:

1. Emphasize Voluntary Participation

Everyone comes to the table with a unique background and point of view. This is why the group model can be a particularly powerful tool. So, although encouraging individuals to take advantage of this benefit can be helpful, avoid pressuring anyone or threatening them with repercussions. The goal is to destigmatize mental health and make pathways to wellbeing more accessible and affordable.

2. Prepare to Overcome Fears

Group support is a highly misunderstood term. Too often, people associate group settings only with treatment centers. In the workplace, many people who need support fear they’ll be perceived as “weak” and their careers will be damaged if they join a group. For anyone concerned about this, you can share positive use case data demonstrating how helpful and healing group support can be. Employers can leverage this information as a reference tool and assure concerned employees that their identity will be protected.

3. Insist on Anonymity

Video-based group support should provide access to online sessions on any day and time that works best for each member, while also protecting their identity. Solutions like Sesh, which is 100% HIPAA-compliant, let every user select a pseudonym. Individual data is never shared, and employees are notified when anyone within the same organization registers for their group.

My Perspective

I discovered the value of group sessions while in treatment for an eating disorder. Being part of a group was the catalyst that catapulted my recovery to the next level. This experience led me to launch Sesh

Typically, therapist-led support is difficult to access, difficult to pay for and designed for monolithic audiences. That’s why I’m committed to extending therapist-led group support to people from all communities, circumstances and identities.

With an affordable, accessible group support experience through their employer, people can finally receive the high-quality mental health support they need and deserve. This helps individuals cope with challenging personal issues, while helping businesses create a more harmonious, productive workplace. And in the process, it may also silence quiet quitting. That is my hope.

How to Improve Employee Experience with HR Tech

5 Ways to Improve Employee Experience With HR Tech

Sponsored by: Neocase

Did you know more than 160 million people are employed in the U.S.? Unfortunately, however, rising turnover is eroding workforce retention. In fact, 48% of hiring managers say turnover is higher this year – up from 44% in 2021. And the cost of replacing those people isn’t cheap. No wonder employers want to build a positive work culture that attracts and retains top talent. That’s why many are turning to HR technology to improve employee experience.

But here’s the catch: In recent years, the HR tech landscape has been bursting at the seams. This means choosing the best solution for your organization’s needs can be overwhelming. To overcome this obstacle, think first about how you want to improve employee experience, and work from those objectives to define your selection criteria.

HR Technology 101

To provide some context, let’s start with a brief overview of core HR systems. In most HR technology stacks you’ll find at least one of these systems as a foundation for all other people platforms, tools and applications:

1. HRIS Human Resource Information Systems

HRIS was developed to help organizations track and store employee data and records for essential administrative needs. As the HR function grew more complex, HRIS platforms added modules to support talent acquisition processes and recruitment operations, as well as employee information management and maintenance. 

2. HRMS – Human Resource Management Systems

Over time, HR became more deeply integrated with other functions, so HR tracking software had to meet these expanded business requirements. Now, HRMS/HRIS systems are used interchangeably to support operations such as payroll, time tracking and compliance management. 

3. HCM – Human Capital Management Systems

HCM supports a more expansive set of HR operations, including employee performance analysis, compensation planning and projection, workforce development and more.HCM covers all HR functions with a comprehensive solution that can be customized to support the entire employee lifecycle.

Why Employee Experience Matters

A strong employee experience is essential to attract top talent and keep people engaged with your work culture. As Gartner says, “Employee experience is the way employees internalize and interpret the interactions they have with their organization, as well as the context that underlies those interactions.”

But as many organizations have discovered, an exceptional employee experience isn’t easy to develop and maintain. In fact, according to Gartner, “Only 13% of employees are fully satisfied with their experience.

What’s at stake? A negative employee experience leads to low morale, poor work performance, and other issues that directly affect organizational culture and business results. On the other hand, a positive employee experience helps lift morale, productivity, efficiency, and work quality.

How HR Tech Can Improve Employee Experience

Clearly, creating the best employee experience possible leads to significant business benefits. So, to achieve the highest potential impact, consider these five priorities:

1. Automate Tasks and Streamline Workflows

Is anything worse than monotony? It is just as painful for your HR team as it is for others in your organization. Many manual HR tasks are excellent candidates for automation. Focus first on business processes that will free your HR team from tedious, time-consuming, redundant paperwork, and email communications.

Start by developing an employee journey map to better understand your current processes. Then look for bottlenecks, gaps, and disconnects. These issues are opportunities to streamline processes or speed response times.

Organizations often begin by mapping onboarding or offboarding processes. This ensures that an employee’s first and last impressions will align with company values and the employer brand.

2. Gather Employee Feedback

A silent employee can be a dangerous or at-risk employee – even if they don’t realize it. Many workers hesitate to speak up for a variety of reasons. Some fear punishment if they express negative opinions, while others think their input won’t be heard or appreciated.

If an employee doesn’t have a chance to share feedback or ideas, they could feel undervalued and unimportant. You can remedy this with HR technology specifically intended to improve communication.

Consider feedback tools that encourage employees to make their voices heard. Monthly surveys, quarterly outreach messages, and other kinds of digital communication can help build stronger connections and spark more useful conversations.

But that’s just the beginning. Once you receive input, you need to respond or implement changes. Otherwise, people could become more frustrated if you solicit input but don’t seem willing to act upon it.

3. Provide Self-Service Portals

One of the best ways HR technology improves employee experience is through self-service applications. Many platforms can help organizations build and deploy custom tools that help employees serve themselves at their convenience.

One of the best-known examples is a benefits portal. Many employers offer secure web-based destinations with all the information and tools people need to research, select and manage their particular benefits. This frees employees from having to manage the constant back-and-forth of emails or phone calls just to get basic benefits information or answer common questions.

This kind of solution increases efficiency, while giving employees more control. At the same time, portal analytics can help your HR team understand employee preferences and identify content and functionality that can better them.

4. Offer Anywhere, Anytime Access

Unfortunately, many employees feel totally disconnected from HR. Some need guidance and oversight, but HR teams and managers are stretched too thin to engage.

Integrated real-time HR communication tools can help you and your management team focus less on paperwork and more on people. Think of it as the digital equivalent of an office with an open door!

The benefits of integrated communications extend to employees, as well. This leads to a more closely-knit workplace culture that operates more efficiently and is better aligned with business priorities.

5. Design Intuitive Workflows

Demand for better, faster response started with customer service. But it has quickly spread to internal organizational functions, as well.

When we ask HR a question, we want the answer now. We also want to find answers ourselves, ideally with no more than one or two taps on a smartphone.

This aspect of HR technology requires decision-makers to put themselves in an employee’s shoes for a reality check. How easy is it to perform a task you want to accomplish? For example, if you’re a full-time manager using a self-service benefits portal, how intuitive is the path to information you need at the moment you need it? How much information do you have to dig through to find a useful answer?

This aspect of HR technology is central to the employee experience. Why? Because, if employees struggle to use a digital tool, they will also struggle to adopt that tool and succeed with it.

Final Thoughts

HR technology can play an important role when you want to improve employee experience. Whether you’re implementing a self-service portal to support job applicants, deploying an employee feedback tool or expanding business process automation to improve HR response times, your efforts can positively influence talent acquisition and retention. These 5 priorities can help your team focus on solutions that will make a strong impact.

Workforce Engagement is Sinking - How Can You Turn the TIde? Good advice for modern leaders from a veteran HR executive

Workforce Engagement is Sinking. How Can You Turn the Tide?

Have you noticed that workforce engagement and motivation are slipping? You’re not the only one. In April, Gallup confirmed that U.S. workforce engagement declined from a high of 36% in 2020 to 34% in 2021.

2022 hasn’t been any better. This year, only 32% of full-time and part-time employees told Gallup they’re engaged, while 17% say they are actively disengaged.

What’s happening here? Why is work engagement declining? And what can you do to prevent burnout and unnecessary resignations on your team?

Why Is Engagement In a Slump?

Every business is different. However, there are some common trends we can point to as we search for underlying reasons for decreased engagement.

Burnout, high turnover, and poor communication are among the most prevalent causes. And these problems only get worse when good employees stop caring. That’s because new team members tend to look to high-achieving colleagues for advice, motivation, and guidance.

Let’s look closer at each of these factors:

1. Burnout

While burnout can be linked to chronic hustle culture, return-to-office concerns also are playing a role. After many people were forced to work from home in 2020, they’ve grown accustomed to choosing where and when they work. Now, when called back to the office, many want to hold on to remote or hybrid work models and flexible schedules. Who can blame them?

When employees feel they’re losing a sense of choice over their work, or they recognize an imbalance in work/life responsibilities, they’re more likely to disengage or “quiet quit.” No wonder this phenomenon has been gaining traction during the past year.

2. Turnover

All this dissatisfaction naturally leads to higher employee turnover, which (no surprise) also influences engagement.

On one hand, welcoming a new coworker or manager can be exciting. However, the learning curve that comes with getting a new team member up to speed can create a work imbalance for veteran employees, even if it’s just for a short time.

This imbalance can create feelings of resentment, especially when engagement is already suffering for other reasons. As a result, more people could decide to leave. And if you don’t pay close attention, this can spiral into a very costly vicious cycle.

3. Poor Communication

When organizations try to accommodate hybrid, remote, or flexible work, it can be hard to communicate effectively. Virtual meetings provide more flexibility and enable a sense of work-life balance that many employees now prefer.

But if instant messaging or online video calls are your team’s only form of communication, this isn’t a sustainable way to work. If you don’t use these tools wisely, it puts effective collaboration and productivity at risk. For strong results, you need a plan.

How to Lift Workforce Engagement

Current engagement numbers don’t look good, but that doesn’t mean HR and business managers are powerless. Some U.S. companies have been able to increase workforce engagement despite difficult circumstances. Here are four solutions that can help you improve:

1. Create a Game Plan for Remote or Hybrid Work

Not all companies are able to offer remote, hybrid, or flexible scheduling opportunities. If yours does, then make sure you develop and execute a supportive strategy, so everyone in these roles can succeed.

As previously mentioned, flexible work opportunities are likely to create confusion among employees if work processes and expectations aren’t communicated clearly or executed thoughtfully. Core workplace principles like accessibility, transparency, and inclusion are especially important.

Talk with your managers and colleagues to get their input about remote work practices they recommend for your organization. For example, you may find that using apps like Slack, Teams, or Monday to conduct brief daily online meetings will add a layer of accountability.

2. Encourage Employees to Take Time Off

42% of U.S. employees say they haven’t taken a vacation in the past year. That’s a huge percentage. Working too long without a break will only make stress and burnout worse.

Encourage your staff to take their allotted PTO by creating a culture that supports taking time to rest and recharge. If you are on the leadership team, set an example. Take your time off and try not to respond to work messages outside of working hours.

3. Invest in the Right Tools

Another important way to prevent burnout is by investing in the right tools for your staff. Note that this isn’t just about technology. It may mean you’ll need to purchase new software or update existing technology. But it can also mean outsourcing specific activities to a specialized services provider.

Start by identifying the bottlenecks in your team’s workflows. Then consider any solutions that can reduce or remove redundant or unnecessary tasks. Think in terms of cost-effective ways to automate and streamline work activities.

4. Strive to be Approachable and Transparent

In a healthy workplace culture, communication moves freely to and from all corners of the organization. It’s not just about a top-down flow, but bottom-up, and side-to-side as well.

If employees aren’t comfortable voicing their opinions, feelings, and suggestions, they’re more likely to burn out. To lift engagement, commit to creating an open work environment that welcomes feedback and ideas at all levels.

This is less about formal initiatives and more about consistent behavior among leaders and managers. It’s about showing up every day, listening, and being responsive.

Final Thoughts

Many factors are contributing to the recent decline in workforce engagement. Although the solution may seem complex and out of reach, try some of these recommendations. I think you’ll be surprised at the difference it makes in the way employees view your company and their work.

More often than not, people want to do their jobs. But when little things like lack of information, inefficient technology, mundane tasks, lack of support, and strict schedules pile up, it’s only a matter of time before people start to disengage.

Be the boss that steps in and reignites the passion that got your employees to apply in the first place. If you keep at it, engagement is sure to follow.

Is people science the fix for broken employee engagement? Learn more in this #WorkTrends podcast with people science expert, Kevin Campbell of Qualtrics

People Science: A Fix for Broken Employee Engagement?

For years, organizations have invested heavily in programs designed to improve employee engagement and work performance. But despite good intentions, too many of these endeavors have fallen short. Now, some are turning to people science and coaching as a solution. Is this the answer?

What exactly is people science? How does it work hand-in-hand with coaching to drive better outcomes? And what should HR and business leaders do to implement a successful strategy?

I invite you to join me as I discuss this topic in-depth with an expert in people science on this #WorkTrends podcast episode.

Meet Our Guest:  Kevin Campbell

Today, I’m excited to welcome Kevin Campbell, a people scientist and executive strengths coach who specializes in leveraging workforce analytics with the art of leadership to help organizations strengthen work teams and improve their employee experience. Over the years, Kevin has worked with some of the most prestigious firms in workforce strategy, including Culture Amp, Deloitte, Gallup, and now Qualtrics.

Essential People Science Skills

Being an employee experience scientist sounds exciting, Kevin. But what exactly do you do?

To be effective, it requires expertise in multiple disciplines. Think of a Venn diagram with three intersecting circles.

One is people analytics, another is organizational psychology, and the other is applied practice. An employee experience scientist sits in the intersection of those three areas.

Understanding Employee Engagement

As a people scientist, what does the term “employee engagement” mean to you?

It’s important to talk about what it is not, as well as what it is.

It’s not a survey. Often, we lose sight of the fact that engagement is actually an emotional and psychological state. A survey is just a tool that helps us measure that state.

Engagement really starts with emotional commitment. I emphasize the emotional aspect because it’s about the desire to stay with an organization and help fulfill its objectives — not because you’re obligated or you feel forced to do it, but because you want to.

Pinpointing Engagement Issues

What is the most critical challenge you’re seeing right now?

Most organizations overemphasize understanding and underemphasize improvement in action.

For example, according to 2021 data, nearly 90% of companies measure engagement or have some type of employee feedback program, but only 7% of employees say their company acts on feedback in a highly effective way.

We haven’t updated that research yet, but I’m guessing it probably hasn’t improved much.

Bridging The Gap

How can employers address this problem? 

It’s important to recognize that the engagement survey or data isn’t the end. It’s really just the beginning.

To improve, you’ll want to translate results into actions that can have outsized impact on the your company culture. And the key is to use simple coaching skills.

 


For more great advice from Kevin about the art and science behind how to develop and sustain a great employee experience, listen to this full episode.

Also, be sure to subscribe to the #WorkTrends Podcast on Apple Podcasts or Stitcher. And to continue this conversation on social media, follow our #WorkTrends hashtag on Twitter, LinkedIn, and Instagram.

How can employers give employees the recognition they deserve? Check these 7 employee appreciation ideas people love

7 Employee Appreciation Ideas People Love

Content Impact Award - TalentCulture 2022

Employee appreciation is naturally top-of-mind for employers during the holiday season. But employees actually prefer recognition throughout the year. In fact, according to a HubSpot survey, 39% of employees don’t feel appreciated, and nearly 7 in 10 think better recognition would boost their performance.

So, what can you do to help your workforce feel more deeply appreciated?

Some organizations rely on standard, old-school methods like plaques. But a more personalized approach is far more effective. A thoughtful token of appreciation is worth much more than its monetary value, alone. It tells people they matter. And that kind of message lasts long after it is received.

Here are some meaningful ways to show your team members just how grateful you are for their contributions.

7 Ways to Elevate Employee Appreciation

1. Give Hard Workers a Break

When you recognize employees for an extraordinary effort on a project or success in achieving an important business goal, don’t just say thank you. Reward them with some well-deserved time off.

In going above and beyond, employees often put in extra hours working on weekends, at night, or in the wee hours of the morning. Along the way, they’re likely to lose precious sleep or family time. By letting them redeem some of that time you can help them relax and recharge after an intense work effort. Even one day away can make an impact.

Providing time off is easy. And if you toss in a bonus gift card or cash for these employees to spend on activities they enjoy, that break is likely to be especially memorable.

2. Spotlight Your Stars on Social Media

Want people on your team to feel like stars? Showcase top performers on social media for the world to see. Share photos or video clips of them on your organization’s accounts and express your gratitude for their unique contributions in an uplifting caption.

Invite your leaders and others to congratulate featured individuals in the comment section. Your “stars” will love the attention as it spreads across social media for others to see. These interactions also increase visibility for your business in all the right ways.

This kind of public recognition is personalized, community-minded, and compelling. Above all, it can boost an employee’s pride, confidence, and morale in ways that private recognition can’t touch. 

3. Create Customized Rewards

Are you thinking of giving top performers a framed certificate, a trophy, or maybe a cash reward? Instead, why not appeal to their particular interests? How do they spend their free time? What hobbies or passion projects matter most to them?

For example, do you have fitness freaks on your team? Reward them with a gym membership, a network pass, or a subsidy.

Maybe some of your people are into group activities. Why not share experiential rewards with them? For instance, you could arrange an outing at a local bowling, bocce, or Topgolf venue.

Or for those who love outdoor adventures like hiking, fly fishing, or river rafting, you could go all out and book a fun vacation package like this: White Water Rafting Montana.

Imagine how thrilled people will be with rewards that fit their interests. Whatever your budget, this is a highly effective way to keep employees motivated and reinforce your relationship with them.

4. Treat Your Team to a Tasty Meal

Everyone loves to eat. And there are endless ways to show employee appreciation with the gift of free food. You could send each employee a gift card to their favorite restaurant. Or to celebrate as a team, why not organize a surprise lunch out?

If your people work remotely, you can arrange to have a meal delivered to everyone’s door at the same time on the same day. Contact a restaurant each employee loves and order their favorite menu item. Or send a gift card to everyone in advance. This is an easy, cost-effective way to bring people together for a casual meetup. And don’t forget to send a heartfelt thank you note to each recipient, as icing on the cake.

5. Celebrate Everyday Efforts

To build and sustain a thriving workforce, look for ways to celebrate individuals and teams on a frequent basis. Ask for your workforce to be your eyes and ears to nominate people who deserve recognition for everyday accomplishments, little wins, and hard work, as well as big achievements. And encourage everyone in your organization to celebrate others, as well.

Genuine, ongoing praise is a powerful employee feedback tactic that drives engagement and job satisfaction. It also models the kind of spirit you want to see at the core of your culture.

Also, don’t forget opportunities to celebrate birthdays and other personal milestones. Let your employees know these aren’t just “checklist” items, but heartfelt gestures. You’ll see them smiling more often and sharing appreciation with peers.

6. Highlight Employee Excellence in Internal Newsletters

Internal newsletters and intranets are great for informational updates, but they’re just as powerful for employee appreciation. It pays to think creatively about how you can acknowledge your best performers through these channels.

You could dedicate a regular column in one of these vehicles to highlight stories about the hard work and accomplishments of top performers. These stories are an excellent way to boost morale and inspire top talent to remain engaged and keep aiming high.

7. Make The Most of Anniversaries

Some organizations treat anniversaries as just another day. But wouldn’t it be great to work for a company that celebrates every year of your employment as an important milestone?

The average employee turnover rate remains 20% higher than pre-pandemic levels. In this tough talent market, why would any employer let an anniversary go to waste?

Each year matters in the life of an employee. Whether they’re new to your organization or they’ve been on board for a long time, every member of your team deserves a celebration dedicated to their service. This kind of recognition can take many forms. But whatever you do, be sure to sincerely acknowledge people for their loyalty and their role in helping your organization advance its mission.

Final Thoughts

Great companies embrace employee appreciation as a crucial way to boost motivation, minimize turnover, and set their organization apart from competitors. Appreciating employees doesn’t need to be difficult, but it should be timely, sincere, and relevant.

Even if your budget is limited, there are endless ways to acknowledge people while reinforcing your organization’s goals, values, and culture. Why not think outside the box and show your appreciation in a truly unique way? All it takes is your commitment, consistency, and some thoughtful planning.

Why Great Leaders Express Gratitude at Work

Why Great Leaders Express Gratitude at Work

As social beings, many of our relationships are based on reciprocity. At work, we’re often involved in transactional behavior, where we expect to receive at least as much value as we give. But our deepest relationships are usually driven by higher motives like gratitude. A thankful mindset benefits our relationships with others, even if we don’t expect anything in return. That’s why it’s so important for leaders to express gratitude at work.

Research shows that people who practice workplace gratitude help foster more compassion and consideration among their colleagues. For example, the University of Central Florida recently conducted a study among employees from various professions, asking them to journal about work gratitude for 10 days.

This simple act led participants to demonstrate more respect, politeness, and self-discipline. And this is only one of many studies underscoring the power of thankfulness. Bottom line ⁠— if you want to improve your company culture, it’s wise to focus on gratitude.

How Workplace Gratitude Works

Practicing gratitude at work is easy. It’s about recognizing good things that happen throughout the course of a given day. You can focus on an employee’s notable achievement, a coworker’s warm response to a challenging customer, or the arrival of a new coffee machine in the break room. The possibilities are endless.

Here are three types of work gratitude that directly influence employee experience:

1. Episodic Gratitude

This is tied to specific positive events you’ve encountered. For instance, you may be offered a new assignment you’ve been eyeing for a while. Or colleagues may jump in to help you meet a tight deadline. Or your employer gives you time off to deal with a serious illness in your family.

There is a strong correlation between expressions of gratitude in specific situations and positive organizational behavior. In other words, by practicing episodic gratitude over time, you can form a healthy habit that benefits you and your colleagues, alike. And ultimately, it can elevate your company culture as well.

2. Persistent Gratitude

When you consistently tend to feel thankful in a particular context, that is persistent gratitude. People with persistent gratitude are more likely to notice the good in other people’s actions and be thankful for them.

For instance, say your colleague fixes some basic errors in a document you’ve drafted so you don’t have to spend more time revising it. Some people may expect this as a normal part of a colleague’s job. But if you embrace persistent gratitude, you’ll be thankful for that effort to improve your document.

So, why is persistent gratitude important at work? When people feel good about what they do for a living, it leads to better overall well-being. Persistent gratitude leads to positive work-related emotions like enthusiasm and happiness. It also helps form stronger relationships, which in turn can strengthen your organizational culture.

3. Collective Gratitude

This is a feeling of thankfulness that stretches across an organization. It means you have a culture where people openly appreciate each other. With collective gratitude, employees feel free to express gratitude to colleagues, superiors, and clients.

A work environment where you’re appreciated and your efforts are celebrated sounds like a dream. As mentioned previously, persistent gratitude nurtures happiness and stronger relationships, so imagine what this ethic can accomplish when organizations fully embrace it. That’s why highly effective leaders foster a sense of collective gratitude.

Building a Culture of Gratitude

How can you help employees feel valued, recognized, and appreciated at work? Here are some proven ways you can encourage more gratitude throughout your organization:

  • Respect employees and colleagues by consistently seeking their input and listening to their ideas.
  • Take time to celebrate individual and team successes.
  • Believe that even a simple verbal or written “thank you” can go a long way.
  • Tell people exactly how they make a difference to you and others, so they believe your comments are genuine.
  • Don’t hold back. Share positive feedback whenever you see an opportunity.
  • Ask people how you can help them grow or rise to a new work challenge.
  • Be available to help when others are struggling through difficult times.
  • Hold periodic recognition ceremonies where employees nominate colleagues for awards like custom trophies, personalized keepsakes, or other customized items that strike a meaningful chord.
  • Publicly thank those who’ve helped you at work so people will be encouraged to offer assistance to others, as well.
  • Reward your team with fun group events that can also strengthen bonds. For example, you could host informal offsite trips, game nights, picnics, happy hours, and team lunches.

The Many Benefits of Gratitude at Work

When you express gratitude as a natural habit, you’ll begin to notice that it improves your attitude about work. And eventually, that genuine sense of gratitude will spread to others around you and benefit your culture in multiple ways. For example, in organizations where gratitude is a priority you’ll find:

  • Less job stress and more satisfaction
  • Better coworker relationships and friendships
  • A happier, more collaborative atmosphere
  • Heightened morale
  • Better employee self-esteem, mental health, and confidence
  • More energy and enthusiasm
  • And even improved physical health

A spirit of genuine appreciation can fill work environments with positivity. And when employees feel good about their work experience, a better customer experience and increased sales are likely to follow. It’s an all-around win-win.

Final Thoughts

Leaders typically don’t express gratitude as often as employees wish they would. But if you’re a leader, it’s your responsibility to keep your workforce engaged, connected, and optimistic. Consistently acknowledging others can showcase your professionalism, improve your business relationships, help you stand out as a true team player, and lift your workplace culture.

It may not cost anything to be outwardly appreciative, but developing a habit of thankfulness can make a massive difference. You have nothing to lose. So why not give it a try?

make change

Want to Make Change Stick? Rethink Work Meetings

Change. For better or worse, it’s a constant in today’s workplace. And in an uncertain future, it will remain a strategic priority for organizational success. But encouraging people to change is also one of the biggest challenges leaders face.

How can we leverage internal communications to make change initiatives work? Could we find the answer in something as simple as everyday meetings? Join me as I explore this question in depth on the latest #WorkTrends podcast episode.

 

Meet Our Guest:  Lindsey Caplan

Today, I’m excited to speak with Lindsey Caplan, organizational psychologist, communication strategist and founder of The Gathering Effect. By blending her experience in education, entertainment and business, Lindsey offers practical tools to help drive lasting workplace change. Here are highlights from our conversation:

Keyword: Gathering

Welcome, Lindsey! I’m looking forward to talking with you about how organizations can drive more lasting change today. Let’s start with the concept of “gathering.” Tell us, what does this term mean to you?

I define gathering as bringing people together to match a message with a moment for a specific effect. Those of us in HR are very familiar with gatherings. They’re happening all the time, whether they’re virtual or in-person or hybrid.

They come in many forms: town halls, all-hands meetings, off-sites, retreats, conferences, classes, and new hire orientations. These are all tools we can use to communicate about change and help employees do things differently.

Connecting People with Change

Why do gatherings play such a central role in the change process?

Just like a hammer, we can use gatherings for different purposes. There are four different effects that gatherings can produce, depending on the choices we make. The key is to start with the effect you want, rather than the content you want to share.

Know Your Objective

So you’re saying we should begin at the end? Interesting…

That approach may feel a little different, but it really is a significant strategic difference that determines how gatherings can make change stick. So I teach people to diagnose and define the effect they want to achieve, and then adjust their gatherings to align with the effect they want.

What Matters When We Gather

What should we consider as we plan gatherings designed to drive lasting change?

We need to look at multiple factors. Do we know the needs of people that will attend? Do we know what they care about? What’s at stake for them? Often, as leaders, we probably know. But maybe we don’t have a sense of what employees really care about.

How Culture Fits In

You say gatherings are “culture on display.” I think that’s so powerful, Lindsey. But can you explain what you mean by that?

Especially in a remote or hybrid environment, logging into a company-wide meeting, town hall or training class is rare. Right? These are high stakes moments. Often they’re important points in an employee’s journey when everyone is  together. People are listening. They’re paying attention to what leaders say and how they’re saying it. So these are excellent moments to reinforce and build your culture.

What’s Ahead

As we look ahead to the post-pandemic era, what do you see next for work gatherings, communication, and change?

I hope the pandemic workplace has given us awareness about the opportunity to do better. And I think it has revealed what we’re really gathering for—which is not information, it’s connection.

Brilliant! Yes, it’s about becoming more human, collectively. It’s about simplifying. And it’s about being mindful of what’s at stake when we make choices about when, where, how, and why we show up and communicate with others.

 


I love Lindsey’s perspective and her practical how-to advice, don’t you? I hope you’ll find this #WorkTrends episode useful as you plan change-related communications in your organization. It’s always here as a resource if you want to replay it again in the future.

In addition, you can learn more about how to leverage gatherings to drive lasting change by visiting Lindsey’s website, TheGatheringEffect.com.

For more advice from other world-of-work experts, don’t forget to subscribe to the #WorkTrends Podcast on Apple Podcasts or Stitcher. Also, to continue this conversation anytime on social media, follow our #WorkTrends hashtag on Twitter, LinkedIn, and Instagram.

How can employers foster friendships in new remote workplace?

Fostering Friendships In the New Remote Workplace

Friendships are an essential aspect of work life. But friendships among remote employees aren’t the same as relationships among people who spend time together in an office.

In office environments, extroverts usually do the heavy lifting needed to encourage social bonding. But now, team members often work from different locations. Getting remote team members to feel comfortable just talking with one another is hard enough—let alone convincing them to interact socially the way friends do. Nevertheless, the effort can pay off in multiple ways.

What can employers do? One of the best ways to strengthen relationships in the new hybrid work environment is to plan regular opportunities for informal interaction during the business day. Any company can benefit from encouraging stronger relationships among employees, whether people are located onsite, offsite, or both.

Building Remote Social Ties: My Story

As the Founder and CEO of a high-growth company, I’ve experienced the benefits of making space for social events, first-hand. During the pandemic, I started hosting virtual office hours as a forum for anyone to drop by and ask questions about business goals or discuss ideas. Initially, most of the folks who participated were managers with whom I worked directly.

Then I hosted a team escape room game and a margarita mixology class. That changed everything. I saw an increase in the number of new employees who felt comfortable attending. As particiption surged, I could tell this was a good move. Now, people from all over the organization join our group conversations and bring valuable insights to my attention. 

But of course, all relationship-building opportunities are not equal. Some simple guidelines help. For example, at Elevent, we’ve found that participation is highest when a social event has a specific start and end time during the work day. This means employees aren’t forced to sacrifice family time so they can bond with co-workers.

Also, you’ll want to identify these events clearly as social. Don’t just vaguely schedule a “hang-out” session or a happy hour. Instead, plan a specific activity. Invite people to build a desktop garden or sample some unique ice cream flavors. Create interest with a focal point that brings people together around a shared common experience.

Why Work Relationships Matter

Gallup research says work friendships are a key employee engagement indicator. But this metric is sometimes overlooked when measuring productivity because it is often accompanied by hard-to-quantify levels of employee happiness and work satisfaction.

Stronger friendships can also lead to better communication, which improves business effectiveness and innovation. This helps organizations identify and resolve issues that could otherwise erode employee trust and retention.

Surveys continue to indicate that positive social environments help anchor individuals during times of internal or external stress. Friendships help provide paths for ongoing growth, even during difficult challenges. They also offer the support people need to come forward when they experience problems, so they can resolve issues and learn to perform more efficiently and effectively.

Friendship as a Productivity Metric

After an extensive multi-factor analysis, Gallup has developed a tool that diagnoses workplace health based on employee responses to 12 simple statements. Statement 10 is: “I have a best friend at work.” That’s because strong friendships are associated with a deeper work effort. So, how does Gallup interpret these results?

Specifically, when 20% or more of an organization’s employees agree with this statement, workplace engagement is considered “good.” That’s the current level of U.S. engagement. But Gallup estimates that when employers move this ratio to 60%, they can significantly improve results across several business parameters:

  • 36% fewer safety incidents
  • 7% more engaged customers
  • 12% higher profit

Furthermore, when friendships are strong, employees are less likely to seek other job opportunities and more likely to feel comfortable taking innovative risks.

So essentially, friendships help people enjoy working, which means they dedicate more creative time and energy to their work. They also mention problems when they happen so employers can resolve issues quickly, rather than waiting to react to unwanted resignations.

Bottom line: an open-door policy makes sense. You’ll find plenty of advice telling leaders to seek input from employees and reward people who speak up. But communication won’t improve if your policy isn’t backed by a culture of trust.

On the other hand, if you encourage stronger social connections across your teams, you can create the kind of “speaking up and speaking out” environment that is likely to make a real business impact.

Real-World Views: Workplace Social Bonds

With scheduled meetings centered almost entirely on work, organic interactions usually suffer. And with online meetings, screen fatigue is always a factor. So it’s important to treat employee attention as a finite resource. Start by assuring employees that both are important, and provide a framework for people to engage in both. Here’s how several companies view this need:

Ally Financial

One notable example is Ally Financial. Shortly after COVID-19 changed the way many of us work, Ally changed its employee support model to a remote-first approach. This meant Ally had to consider multiple employee needs that didn’t exist before March 2020.

The company made a commitment to demonstrate care for employees holistically. To increase wellbeing and social connection, Ally launched new services, experiential modules and group challenges geared toward physical, mental and financial fitness.

Virtual fitness and meditation classes can easily become group activities that prioritize social fun. This means simple events like comedy shows, group trivia games, and “Family Feud”-style team battles can become useful tools to improve workforce friendships and happiness.

Deloitte

Another well-known company focused on the communal aspects of the employee experience is Deloitte.

The company’s analysts looked deeply at how the pandemic tested the limits of employer-employee relationships, concluding that the future of work is likely to feel more like a team than a family. However, Deloitte cautions that if organizations move dramatically toward impersonal work models, employees may feel replaceable. If they sense this kind of threat, they could react by competing with colleagues, rather than working together toward common goals.

This is why Deloitte underscores the need for sustainable strategies. For example, one way to demonstrate this kind of commitment is to host ongoing virtual events. By dedicating time to a bi-weekly or monthly cadence, employers can ensure that employees have the time and support they need to cultivate stronger relationships.

Final Thoughts

Companies that treat virtual social events as an integral aspect of workforce engagement and retention are fostering essential social bonds—regardless of where employees are located. When people feel welcomed, comfortable and supported while spending time together in casual activities, they can develop friendships that ultimately improve individual productivity and happiness, as well as organizational profit.

Why is it so important to measure the digital employee experience? Learn what's at stake and how to proceed in this article...

Digital Employee Experience: Do You Measure What Matters?

impact awardSponsored by: Ivanti

You’ve heard the adage “measure twice, cut once.” It’s good advice from the sewing world. The idea is to encourage people who want to achieve an excellent outcome to be precise and cautious before they act. If we’re supposed to be that conscientious about measuring a piece of fabric for a sewing project, why would we be cavalier about measuring something as critical as the digital employee experience?

Nevertheless, that’s what countless IT and business leaders around the world are doing by default. They’re implementing employee engagement programs based on what sounds right or feels right. They’re not relying on data-driven intelligence to make decisions about these programs. And they don’t know in advance if these programs will actually produce the outcomes they want.

Here’s the truth: If you don’t carefully measure and re-measure your digital employee experience, people will cut themselves right out of your organization. Even if you’ve been using classic employee experience measurement tools—such as an annual survey—that’s no longer enough. Today’s organizations require more complete insights focused on the digital employee experience.

Why Is This Digital Shift So Vital?

The remote and hybrid work landscape (what we call the “Everywhere Workplace”) has forever transformed work life and organizational culture. Now, a vibrant work experience is no longer about departmental happy hours, unlimited free soda, pizza Fridays, or a ping pong table in the employee lounge.

Instead, it’s about what happens in the flow of work. It’s about communicating and collaborating through tools that are smarter, easier, and more effective. It’s about seamless accessibility, usability, security, connectivity, and the ability to do your job without navigating frustrating obstacles or jumping through endless hoops.

Of course, HR teams still focus on employee experience. But now, IT professionals are just as deeply focused on this, as well. Why? The traditional employee engagement survey—once conducted and managed by your HR department—isn’t designed to capture the nuances and critical insights associated with hybrid work environments. If you want to gain useful intelligence, you’ll want to get IT specialists involved—and the sooner the better.

It’s no longer enough to assume people have what they need to be connected, productive and comfortable as they navigate the Everywhere Workplace. You need to know where the connections are working (or not). That means you need to measure what’s happening. Not just once, but over and over again.

After all, if you don’t know where you stand, it is impossible to move forward. Both HR and IT leaders need real, meaningful, actionable insights into the digital employee experience as a process. It deserves a commitment to continuous improvement. And that means you need to understand where it stands now, and how it is evolving over time.

Criteria For a Digital Employee Experience Survey

What should you include in a digital employee experience survey? To glean useful insights, you’ll need to go far beyond limited indicators like post-ticket surveys. To measure and improve the digital employee experience, you’ll need a holistic picture. For instance, consider the value of knowing answers to questions like these:

  • How are people accessing information?
  • What do they think about that process?
  • How many steps must they move through to accomplish these tasks?
  • How often do they run into trouble?
  • How much time do they spend trying to securely access information, tools, and resources they need to do their jobs well?
  • Do they even have access to the right information, tools, and resources?
  • Are they able to connect and engage with colleagues?
  • How effective are these communication channels, in their view?

Post-ticket surveys don’t capture any of these things. And yet, these factors can make or break a digital employee experience. They can spell the difference between an employee who is highly productive, happy, loyal, and engaged—versus one who is forced to waste time on logistics and is likely to be frustrated. Perhaps even frustrated enough to leave.

How to Measure Digital Employee Experience

If you think this isn’t an issue for most employers, consider this statistic:

30% of IT leaders currently have no process or metrics in place to evaluate the digital employee experience. And among the 70% who do, few have established the kind of robust metrics and evaluation strategy today’s Everywhere Workplace demands.

Clearly, the stakes are high. Many organizations assume that measuring digital employee experience in a holistic way is expensive, overwhelming, and resource-intensive. Sometimes it is. But it doesn’t have to be that way.

What’s the secret? Automation.

By automating digital employee experience measurement, leaders can laser-focus on KPIs that matter most to the organization, without bandwidth and expertise from HR or IT—and without badgering employees for manual reports.

In other words, you can automate the collection and reporting of data about issues that commonly impact productivity, especially issues that traditional reports don’t easily track. For example, automation can help you monitor, quantify and evaluate slow devices, outages in network connectivity, where and when apps crash, and other problems that are difficult to capture accurately in a survey.

Of course, it’s important to gauge employee-generated insights as well. But automated, granular, data-based insights can round out the picture with a comprehensive view of what’s happening with digital workflows and how they impact engagement and productivity. Plus, with automated data collection and reporting, continuing to measure key factors over time is much easier. That’s essential to understanding your organization’s progress and how it maps to employee feedback.

Final Thoughts

“Measure twice, cut once” works well for sewing. But it’s not the answer for a modern enterprise that embraces the Everywhere Workplace. Instead, think about measuring once, and then measuring again and again. That’s how you can gain valuable insight into experience indicators and trends that will help you develop and sustain a happy, loyal, engaged, productive workforce.

 


EDITOR’S NOTE: What’s the current state of digital employee experience in organizations around the world? Find out now >> Download the 2022 Ivanti Digital Employee Experience Report.

How can employers help remote teams connect through new "watercooler" activities? Get ideas on our blog

How Can Remote Teams Build “Watercooler” Connections?

impact awardThere’s no doubt about it anymore—the workplace has shifted fundamentally. Now, according to Pew Research, almost 60% of employees are working from home at least most of the time. That compares with only 23% before the Covid pandemic struck. And although this shift to remote teams has translated into mostly happier, more productive employees, it has taken a toll on healthy,  connected work cultures.

The same Pew survey says 60% of employees feel less connected with their coworkers while working at home. That’s not great news for a number of reasons, notably, for workplace culture and its impact on team collaboration, retention and recruiting. To put a finer point on it, over the last two years, the workplace watercooler has vanished.

For sure, making a “best friend at work” has become difficult in a remote-first workplace. Forging informal bonds that lead to creating those “best friends at work” is increasingly tough when we’re stuck on Zoom calls all day and lack the human connection that was so familiar to anyone who worked in offices or other central locations prior to 2020.

HR leaders are acutely aware of this situation. They know they need to find creative ways to bring employees together in simple yet meaningful experiences. But that’s very hard to do when nearly everyone seems to be online. We’re seeing the same challenges among our clients. So today, I want to talk about a few ideas for how you could potentially use wellness programming to replace the physical watercooler and start to build a remote-forward culture that will help attract and retain top talent.

3 Ideas to Help Remote Teams Feel Connected

1. Create wellness challenges and friendly competitions

One way to break down the virtual barriers among employees is to get them excited about competing in friendly ways. There are endless possibilities, but here’s one that works for our clients.

You could offer relatively easy-to-host fitness challenges like Spring Madness, where employees form teams and earn points for completing group challenges with activities that support brain health, nutrition, and physical fitness. This can get the blood pumping, while also drawing employees closer so they can create and reinforce those connections many are craving.

How can something this simple enhance employee wellbeing? Consider the feedback we’ve received from Eddie, an employee at one of our client companies. Eddie has come to really value the fitness challenges he participates in. They’ve given him a chance to network with people across his geographically distributed company.

“I’ve made tons of friends at work through these fitness challenges,” Eddie says. In fact, he’s been on fitness challenge teams with his manager and several other coworkers. Many colleagues he’s met through these challenges have provided him with career advice, as well.

“The amount of networking I’ve been able to do has been truly remarkable. It’s amazing how many people you can meet while sharing the goal of creating a healthier lifestyle.”

2. Facilitate virtual wellness coffee talks and meet-ups

I think one of the biggest benefits of the watercooler we all miss most is just the opportunity to chat briefly about little things that aren’t work-related. Taking a few moments to exchange thoughts about what’s going on in the world or in our daily lives helps us feel connected with other people.

That just doesn’t happen anymore. But we’ve found that hosting virtual wellness coffee talks and meet-ups gives employees an opportunity to get together casually and talk about something other than work.

These meet-ups are facilitated by one of our program managers in a way that makes them very conversational and non-threatening. Some topics we’ve focused on include mindfulness, sleep, social wellbeing, and more. This is a lightweight, low-risk, low-resource way to get employees more actively engaged with one another.

3. Encourage employees to join recreation leagues and clubs

Just because people may not be interested in commuting to a central location for a full day of work doesn’t mean they don’t want to get together. A local softball or kickball league organized by your organization could get employees coming together to move, catch up and have some fun as a group.

Also, don’t underestimate the power these kinds of recreation leagues can have on overall team building and work culture. Playing a sport together can have an incredibly powerful effect on your employees’ motivation, as well as their ability to bond as a team and work as a cohesive unit.

These team-building experiences can translate directly into happier, more productive employees pretty quickly. Ultimately, it can improve their sense of wellbeing and overall appreciation of their employee experience—no matter where they may be working from day to day.

Final Thoughts

Don’t these ideas sound relatively simple and doable? None of them require a huge resource lift. And they all have the potential to help you start creating that remote-friendly culture so many companies are trying to build right now.

It’s not just a fun way to take a break and replace classic watercooler conversations. It’s actually a way to develop trust, communication, and human connection that we all find indispensable in our work lives. Who knows? It may also become a differentiator that plays a key role in the future of your organization’s talent attraction and retention strategy.

earned wage access

The Benefits of Earned Wage Access for Employees

Sponsored by: ADP

Financial stress is a real employee concern these days. Prices are higher across the board – gas, food, and housing. There is also a looming recession on the horizon. So how can employers help alleviate some of this stress?

As the modern workplace continues to evolve, so should the ways employees get paid. Many employers are now offering employees the option to access their wages at much-needed times through Earned Wage Access (EWA) vs. having access to their pay only at the designated pay cycle. This benefit offers employees much-needed financial flexibility and peace of mind. For employers, it can improve employee retention, satisfaction, and productivity by helping employees redirect their mental focus on work rather than financial stresses.

So, it’s really a win-win for both employees and employers. 

Our Guest:  Michelle Young

On this latest episode of #WorkTrends, I spoke with Michelle Young, Vice President of Operations for ADP’s Employee Financial Solutions Group. Michelle is an innovation expert and a trusted advisor to corporate executives in orchestrating business and fiscal strategies with B2B and B2C models.

Let’s talk about financial wellness. A very hot topic right now. Looking at this through the lens of ADP, how do you define financial wellness in the workplace? Michelle:

That’s a great question and very on point right now. When we at ADP think about financial wellness, we immediately go to the source of pay. That’s where we can promote confidence. We can help our employers offer their employees flexible pay methods that are beyond standard pay cycles. Like earned wage access, which, if you haven’t heard, is a very hot topic right now. It really helps to align unexpected expenses with income.

Reducing Employee Financial Stress

Employees can avoid spending money on overdraft fees, late fees, or even payday loans with earned wage access. And that further increases their ability to save and reduce financial stress. 

Sometimes, when unforeseen expenses don’t align with income, such as a medical bill or a home repair, it can make any employee, even financially responsible ones, feel helpless. And that often directly impacts their performance in the workplace.

What is Earned Wage Access?

What can employers offer employees around earned waged access? Or, EWA for short. Let’s talk more about what EWA actually is and how it works.

Promoting financial wellness ties to our EWA story. So EWA earned wage access is a valuable financial wellness benefit that allows employees to access a portion of their income that they’ve already earned. As opposed to waiting until the next pay cycle.

How Are Employees Using Earned Wage Access?

Employees use their earned wages in various ways, varying by demographic and age segment. 

Employees ages 18 to 24 tend to use it to reduce the stress of not having enough cash until payday. Maybe to buy groceries, pay off a loan, or even rent. As we move up, the 25 to 44-year-olds typically use it for family-related expenses or to pay bills. The 45 to 64-year-olds are also using EWA for emergency-related expenses or paying bills and use it for an emergency medical expense, which typically impacts the Gen Xers and the Boomers with more frequency.

ADP Research Key Takeaways

There were a lot of really juicy findings in the ADP Earned Wage Access Research Study done in December 2021 to January 2021 timeframe, What are some key takeaways? 

There is broad interest in EWA from workers in every age group, every education level. Seventy-six percent of workers across all age groups say it’s important for their employer to offer it. And 82% of employers that don’t offer it are interested in actually offering it. Additionally, 59% of millennials would give priority to a job with an employer that offers earned wage access. And 75% say that the availability of VWA would, in fact, influence their acceptance of a job offer.

I hope you found this episode of #WorkTrends helpful, I know I did. To learn more about the EWA metrics, download ADP’s latest white paper: “Earned Wage Access: Tapping into the Potential of Flexible Pay for Today’s World of Work”

Subscribe to the #WorkTrends podcast on Apple Podcasts or Stitcher. Be sure to follow our #WorkTrends hashtag on LinkedIn and Facebook, too, for more great conversations!

drive employee engagement

10 Ways to Drive Employee Engagement With Team Problem-Solving

Are you looking for proven ways to drive employee engagement? Many organizations find that collaboration is a highly effective strategy. For instance, consider these 10 team-centered methods recommended by business leaders:

  1. Use the SCRUM Framework for Project Management
  2. Involve Action Focus Groups to Improve Employee Engagement
  3. Empower Employees to Take Ownership of Work Issues
  4. Give Employees a Voice in Problem Solving
  5. Create a Strength-Based Team Culture Using Assessment Tools
  6. Leverage Diversity and Mastermind for Problem-Solving
  7. Take a Bottom-up Approach
  8. Use OKRs to Drive Teamwork and Engagement
  9. Engage Employees in Weekly Virtual Team-Building Activities
  10. Personalize Engagement Drivers to Employee Groups

Why are these engagement ideas so powerful? Learn more from the descriptions below…

1) Use the SCRUM Framework for Project Management

The SCRUM framework encourages team members to work together to solve problems and complete tasks. This helps foster a sense of teamwork and engagement. It also gives team members a say in a project’s direction and execution, so they feel a sense of ownership and responsibility. Plus, each phase of the project is transparent to everyone on the team, so everyone on the team remains aware, focused and motivated.

Omer Usanmaz, CEO of Qooper Mentoring & Learning Software

2) Involve “Action Focus Groups” to Improve Employee Engagement

We conducted an engagement survey with results that identified six individual areas for improvement. Instead of using managers to do this, we asked for employee volunteers to create a response to the challenges identified in the survey. Each Action Focus Group (AFG) included 10 members who met 3-5 times to identify and recommend a solution for the company to implement. Then, each AFG presented its improvement plan to the senior leadership team, which in turn, provided feedback. After each group adjusted its plan, we implemented the final recommendations.

With this AFG approach, employees became actively involved in solving key problems. In addition, this process gave participants an opportunity to build connections outside their primary business areas.

Deborah Norris, Senior HR Manager at Amentum

3) Empower Employees to Take Ownership of Work Issues

We drive employee engagement with team problem-solving by encouraging employees to identify and solve problems affecting their work. We have found that employees are happier, more engaged and more productive when they can take ownership of issues that impact their work. 

We achieve this by providing space for employees to voice their concerns about issues and encouraging teams to come together and solve problems (sometimes with incentives), instead of relying only on managers or supervisors. 

Debee Gold, Owner & Clinical Director of Gold Counseling & Wellness

4) Give Employees a Voice in Problem Solving

Too many organizations identify problems, and then leadership dictates solutions in a vacuum. But at 104 West, we recently held an all-company meeting, where administration and staff broke out into groups, identified roadblocks to growth, proposed solutions, and then came together to share thoughts. Now, we’re implementing plans based on those ideas, and every person in the organization has a role in thisa role they helped determine.

This process helped us drive employee engagement at all levels, empowering people to be solution-seekers and showcase their problem-solving and leadership abilities.

Joan Wyly, Vice President of 104 Degrees West Partners

5) Create a Strength-Based Team Culture Using Assessment Tools

Using assessment tools like Gallup StrengthsFinder, team members can understand how to create a more strength-based approach to teamwork and problem-solving. Additionally, regular “skip level” sessions allow for bottom-up feedback that helps build a more robust work culture. Also, personalized recognition leads to a more positive employee experience.

Together, these practices can produce a psychologically safe environment where teams thrive.

Rapti Khurana, VP of Talent Engagement & Development at the National Football League

6) Leverage Diversity and Mastermind for Problem Solving

When problems need to be solved, team members tend to find a solution by relying on their individual experience and determination. That can lead to excessive time scratching heads and spinning wheels, without making much progress. However, when people come together to leverage the power of cognitive diversity, an equally diverse array of potential solutions becomes more readily available.

A mastermind-style problem-solving conversation brings together members of disparate teams that are traditionally siloed. Coming together in this way to work toward a common goal can positively impact everything from engagement and retention to trust and productivity!

Erich Kurschat, Owner of Harmony Insights LLC

7) Take a Bottom-up Approach

I’m a big proponent of the bottom-up approach to team problem-solving, based on the teachings of Dr. Kaoru Ishikawa. We involve our front-line employees in group problem-solving, as well as our managers. Front-line employees are given the authority to act autonomously within specific guidelines.

This approach is practical because those closest to a problem often know the most about it and are in the best position to devise solution strategies. Empowering workers at all levels of our organization to participate in problem-solving drives employee engagement.

Dean Kaplan, President of The Kaplan Group

8) Use OKRs to Drive Teamwork and Engagement

For our team at Compt, goal setting and management have been driving forces in employee engagement and group problem-solving. We set objectives and key results (OKRs) as a company, and each department has its own OKRs that support overall company goals. In addition, each employee’s personal goals are tied to that employee’s department goals.

We host monthly company-wide “retro” meetings to share how each team is performing in a measured and data-driven way. Everything we do is quantified, which promotes accountability and cross-department teamwork to achieve overarching goals. This ensures that we are all constantly moving in the same direction toward the same outcomes. And because each individual’s actions impact the company’s success, we feel compelled to be more engaged and create a workplace that benefits us all.

Amy Spurling, CEO, and Founder of Compt

9) Engage Employees in Weekly Virtual Team-Building Activities

One way we combat engagement issues is through weekly virtual team-building activities. Each session is planned and hosted via Zoom by a different group of employees. This way, our workforce enjoys programming variety, while each group has a vested interest in the success of the activity they host. For example, activities have ranged from virtual quiz nights to elaborate online escape room challenges.

These team-building activities have been a resounding success. They’ve provided employees with memorable shared experiences and have helped build bonds between colleagues, ultimately leading to increased workplace collaboration.

Clare Jones, Marketing Manager at OfficeSpaceAU

10) Personalize Engagement Drivers to Employee Groups

The best employee engagement strategy is to ride the drivers. Each organization, of course, will have different drivers. For example, meaningful work, career growth, empowerment, belonging, recognition, leadership, and fulfilling work relationships. 

Choose a segment of your employee population. Then implement a strategic theme strategy across your drivers that is personalized to the group but high-profile enough that successes will be seen and heard throughout the organization. Ride the drivers, measure, rinse and repeat.

Marcus Holmes, HR Operations General Manager at City of Detroit

 


EDITOR’S NOTE: These ideas on how to drive employee engagement were submitted via Terkel. Terkel is a knowledge platform that shares community-driven content based on expert insights. To see questions and get published, sign up at terkel.io.

Employee Engagement

Why Employee Engagement is Upside Down

impact award
Leaders and managers frequently refer to the famous Albert Einstein quote when something in their organizations isn’t working after repeated efforts. I wonder what Einstein would say about employee engagement?

The definition of insanity is doing the same thing over and over and expecting a different result.

For two decades, the benchmark of benchmarks for employee engagement is Gallup, a world-class research organization. In the past 10 years, the percentage of engaged employees in Gallup’s research has fluctuated. From a low of 30% to a high of 36%.

Much ado was made about the uptick in engagement over the past decade before the pandemic reversed the direction of the numbers.

I’m pretty sure Einstein would agree with my old boss at Cisco. Former CEO John Chambers, who famously described missed expectations at Cisco as:

I never get hard work confused with results.

Moving up just six percentage points over a decade. From such a low number to begin with, is indeed a lot of “hard work” and little enduring results.

The Decline of Engaged Employees

The most recent 2022 Gallup numbers show the percent of employees engaged is down.  U.S. companies are down 32%. It was 30% in 2002 and 2012.

I’m not sure how many billions of dollars were spent on employee engagement measurement and programs during this time, but it is clear from this data it was not a productive investment.

The inertia reflected in the engagement data reflects what I’ve heard over the past three years talking to hundreds of HR leaders about what works and what doesn’t in employee engagement.

Most of the feedback is best paraphrased as:

We are not learning anything new from our employee engagement data.

Competition vs Collaboration

I’ve been lucky to work with hundreds of companies and their leadership teams. Especially after I wrote The Collaboration Imperative, which shared the best practices used at Cisco in its transition from a culture based on internal competition to one based on internal collaboration.

From these listening sessions, I’ve come to believe that certain ideas exist in organizational thinking in the absence of hard evidence. I don’t know how these ideas got started. I just know the ideas are entrenched.

For example – the way leaders and managers think about employee engagement today. It reminds me of the way organizations think about career planning. That it is the responsibility of the employee, despite overwhelming evidence indicating a different reality.

If it is true that employees are responsible for their own careers, why is “my manager” the most cited reason when an employee leaves a company?

Employee Engagement is Upside Down

I want to eat my own dog food by starting with evidence. I’ve spent the pandemic sponsoring a large, real-world research study on what makes an employee want to stay at a company. I wanted to know what it would take to get an employee to recommend where they work.

Our primary research and the large collection of company data captured in the second phase of our research confirm we’ve been measuring the wrong things in employee engagement.

In fact, employee engagement is upside down, according to our research.

Instead of measuring how engaged employees are, we should be measuring how engaged leaders and managers are.

In statistical terms, our evidence-based model demonstrated a strong, positive linear relationship between the degree to which leaders and managers engage employees and the willingness of employees to recommend where they work. In other words, the more engaged leaders and managers are in creating organizational culture with their teams, the greater the likelihood of an employee recommending the employer. Our research conclusions have a 95% confidence interval.

The Impact Leaders Have on Employee Engagement

Just like career planning. It’s time to embrace the fact that leaders and managers are the reasons why people fall in love with a company and its culture — or not. Leaders create the global cultural values of an organization; managers implement those values locally.

Company values are based on human behavior, not a poster on the wall. Values-based behaviors start with role-modeling them as leaders and managers. How can we expect employees to be engaged if their management team isn’t?

If we’re going to innovate in how we think about employee engagement, I want to call upon Einstein again for help.

Einstein was famous for thought experiments.

Here’s one. Management guru Peter Drucker said you can only manage what you measure. What if leaders and managers were accountable for engagement?

What would happen to employee engagement?

Learning

8 Learning and Talent Development Topics for Better Employee Retention

impact awardInvestment in learning and talent development is an essential ingredient of every company’s engagement and retention plans. What is one crucial topic to include in employee L&D that will lead to better employee engagement and retention?

To help you create an effective L&D program, we asked L&D professionals and business leaders this question for their best insights. From including interviewer training to developing individual talents, there are several essential topics that may help you deliver a robust employee L&D for better engagement and retention.

Here are 8 must-have topics for better employee retention:

  1. Interviewer Training
  2. Communication and its Impact on Business
  3. Feedback Delivery
  4. Celebrating Achievement
  5. Leadership Development
  6. Build Emotional Intelligence Skills
  7. Goal Setting and Performance Feedback
  8. Develop Individual Talents

Interviewer Training

A must-have learning opportunity for all employees is interviewer training. By focusing on a task and responsibility that most employees engage in throughout their careers, you simultaneously give your employees the skills to contribute to building a more successful company with the right talent. Additionally, you give them skills to carry with them wherever they go next. Interviewer training empowers everyone to become a brand ambassador. It also encourages a truly inclusive and diverse workplace and gives all employees a chance to be better.

Ubaldo Ciminieri, Co-Founder and CMO of interviewIA

Communication and its Impact on Business

Studies show that collaboration drives workplace performance. Learning the value of communication and how it impacts the business should be a priority for all employees to understand. Beginning with the “why” communication is crucial to show how it can affect and change the culture by building trust across the leadership team and staff.

In creating a high-performing, high-functioning organization, there needs to be collaboration on all levels. This means we need to communicate and over-communicate. Things change when people you work with understand what you are trying to do, the why, and how it affects them. The outcome is a high-performing team where work gets done with highly engaged staff, and the company exceeds expectations on all levels.

Denise Moxam, VP of HR and Engagement at Production Solutions

Feedback Delivery

There are countless learning topics that can positively impact employee engagement and retention. One of the areas that I believe to be crucial is feedback. To be able to skillfully provide regular, accurate, and timely feedback can improve performance, increase trust, and build relationships. All of which have a direct impact on both retention and engagement. Of course, the results are dependent upon individuals’ competency in this area. While some people may have the inherent ability to deliver feedback the right way, at the right time most of us need training and practice.

Greg Forte, Senior Director of L&D at Precision Medicine Group

Celebrating Achievement

Celebrating is a powerful skill that all leaders need to have in their toolkits to confidently & effectively lead now. When you celebrate a teammate, you are demonstrating that you see them, care about them, and value their contributions and how they show up in the world.

Celebrating is a skill, and it needs to be included in your L&D strategy. When you have leaders who properly and consistently celebrate their employees, you will see motivation, trust, connection, belonging, engagement, and retention skyrocket! Throw that confetti, leaders!

Leah Roe, Leadership Coach & Founder of The Perk

Leadership Development

While it’s not typically part of the category of employee learning, building a healthy leadership practice at all levels of the organization may be the strongest driver of employee retention and engagement. Employees need the opportunity to grow and thrive in their careers. This will rarely happen without leaders who recognize and encourage their development.

We know that most learning happens on the job and in conversation with others who already know the job. A learning function that equips front-line, mid-level, and senior leaders with the mindset, skill set, and tool set to effectively grow their employees will have an exponential impact on employee engagement and retention (not to mention business results).

Leaders who simply see employees as a means to the end of profitability, customer service, or meeting their operational metrics miss the key ingredient to meeting these business goals. They will see their employees walk away to another opportunity where they can grow.

Dave Adcox, Director, Learning & Organizational Development at Whitley Penn

Build Emotional Intelligence

By building emotional intelligence skills in our leaders and our teams, we support their ability to create an environment where employees are engaged and want to stay. Through our learning and development efforts, we can help our employees understand and manage their emotions, navigate relationships, and build trust. Additionally, we can help them show empathy, reduce stress, communicate better, and inspire others. In doing so, we create a place where our employees thrive and our business grows.

Mary Tettenhorst, Sr. Vice President, L&D of General Electric Credit Union

Goal Setting and Performance Feedback

Since studies show engagement often hinges on an employee’s first 90 days, providing new hires a supportive onboarding experience that includes context on company objectives, culture, and communication standards is critical. Supplementing this with assistance on goal setting will help level-set expectations and facilitate a growth path for the employee.

Always, make sure that your managers are equipped with the knowledge to articulate performance expectations, deliver feedback and coaching, and provide development opportunities for the employee along the way.

Glenn Smith, L&D Manager at Nextbite

Develop Individual Talents

The single most important L&D topic has to be how to effectively develop your people. Unlike a capital investment that has a fixed ROI, investing in human capital has almost unlimited ROI. Not only are you increasing the capacity and competence of your team to create value, development telegraphs that you believe in your people enough to invest in them. When people feel like valuable members of a winning team, they will provide higher levels of engagement and discretionary effort. Development creates a virtuous cycle that benefits both the organization and its people.

Thane Bellomo, Director of Talent Management and Organizational Development of MI Windows and Doors

Engage

6 Ways to Engage With Your Employees and Prevent Attrition

One of the important factors involved in running a business is finding and retaining good employees. Yet, employees choosing to leave a job due to a lack of connection and engagement has increased.

The U.S. Bureau of Labor Statistics reported that 4.5 million Americans quit their jobs in March 2022. Known as the “Great Resignation,” this trend has caught the attention of CEOs, upper-level management, and HR professionals. So why are these workers leaving, and what can you do as a business owner to improve retention?

Let’s explore how you can improve employee engagement within your organization and hold onto the valuable members of your team.  

How to Improve Employee Engagement

The key to success is to motivate and engage your team. A team that is passionate about their work and empowered to make strategic choices will achieve greater success.

If you have noticed the level of engagement in your organization has dropped, don’t be alarmed. While the current situation is less than ideal, there are steps you can take to improve upon it. 

Below are six ways you can effectively re-engage your team.

1. Leverage Your Team’s Strengths and Passions

When considering the roles performed by your team members, pay attention to their strengths and areas of interest. For example, employees who are truly passionate about their work are more dedicated and happier to return to the workplace every day.

This alignment is also a great way to reduce stress levels among team members. While some members may thrive when faced with the demands of high-profile or VIP clients, others may be better suited for work behind the scenes. 

Identifying the strengths of each team member will not only create a happier, more engaged work environment but will also improve productivity. Support this by backing your employees with the necessary budget to complete their projects. This allowance will provide more interest and variety in the workplace by preventing them from feeling stuck on any one task for an extended time.  

2. Trust the Decision-Making Abilities of Your Team

When you empower your employees to make their own decisions throughout the workday, you demonstrate you value their work and abilities. Building trust is an important step in creating a workplace where your team can thrive. It builds confidence and encourages each team member to work to their full potential.

Rather than outlining strict operating procedures with no room for personalization, allow your employees to make their best judgment in situations that don’t fit inside the box. Eliminate potential barriers, such as access to funding or tools when needed. You may discover more effective ways to solve problems by equipping staff to tap into their unique skillsets.    

3. Regularly Check-In with Your Team

A way to show employees they are an important part of the team is to show them their opinions matter. Take the time to check in with team members regularly. This check-in includes offering clear feedback and opportunities for improvement, opening the door for them to communicate their concerns and ideas.

Employees want direction. Many companies still use the traditional annual review, but this isn’t frequent enough to help your team improve. Instead, try offering a brief weekly update to each team member. Take this time to highlight ways they have performed skillfully and to identify actionable ways they can improve.

4. Allow for Open Communication Both Ways

This improved level of communication also needs to go in both directions. First, make it easy for your team to provide their feedback, including any concerns they may have and ideas for the future. You can encourage this by implementing an open-door policy within the workplace, offering time for your employees to speak up during their weekly check-in, or providing the opportunity for anonymous feedback with employee satisfaction surveys.

Make sure you are following through on the information that you are given. Advocate for their ideas. If they continually offer their feedback and nothing changes, it will only create frustration. The goal is for your team to feel heard and appreciated, which means considering their suggestions.  

5. Offer Training and Learning Opportunities

Another way you can help your team grow and improve in their career goals is to offer skill development and ongoing education opportunities. By supporting your team in advancing their career, you will show them that the company is invested in their future. This continued investment of time and resources fosters an environment of dedication and loyalty.

Knowledge and education come in many forms, including:

  • Formal education (College and University)
  • Mentorship/Coaching
  • Certifications
  • On-the-Job skills training
  • Virtual learning opportunities  

When many industries are experiencing skill shortages, investing in your team is a way to benefit both your company and all who work for it. 

6. Show Employees You Care About Their Health

In recent years, there has been a growing focus on mental health in all areas of our lives. This renewed focus includes the workplace. Not only will access to better mental health support help to boost work performance and satisfaction, but it will also help to improve the lives of your team outside of work. 

There are many ways you can make the mental health of your team a priority.  This focus ranges from providing better mental health care in your company’s health benefit plan to allowing for more flexible work hours, paid time off, and “mental health days.” 

Prioritizing mental health is more than just providing care for mental illness. It also means encouraging a healthy work/life balance and providing opportunities to relieve workplace stress.

Improve Employee Engagement by Creating an Employee-Centric Work Environment

By creating a work environment focused on empowering and supporting your team, you open the door for your employees to perform to their full potential. It encourages trust, increases productivity, and boosts employee retention. Build a culture that leverages your team’s strengths, trusts their decision-making abilities, encourages communication, and supports the health of all employees. Taking these steps will inspire a healthy, balanced workplace for all.