Employee engagement is endlessly chatted about; as a HR professional I find myself in a constant chatter about how we can “move the dial” on employee engagement results. How do we get people to “live the values” and feel connected to their work. Then come the ideas about wellness and team building – activities HR can roll out in the hopes of making people feel better about their work.
But this is only one of the many components and until we get that then we are going to go in circles. Engagement comes in three parts and it’s the third part that for the most part we can all say, we arn’t so great at..
You need to pay people accurately, administer their entitlements and keep them safe. If you don’t do this (or have some focus on improving these areas) then what the hell are you doing.. Seriously, why are you in business?
You need to give people a sense of shared purpose and connection – not because HR said so, but because let’s get real people like to know what the heck they are doing and why
Teams need to get along, understand what they are doing and why it is important. You need to hire the right people, have sound people and task managers (note I mention ‘sound’ you don’t need the worlds best leaders, just people who arn’t evil and want to be good at their job).
Okay, this is where we become unstuck. This is about the one-on-one interactions with team members by managers. These interactions are more that task driven directions, it’s about reverse engineering motivations to get what you need out of that person. This isn’t soft and fluffy. This is legit – if you know what someone wants, what they value you will get more out of them.
If Sally has 5 kids and it means a lot to her to be able to leave at 4.30pm during the holidays and you make that happen for her, then you have won the type of loyalty money can’t buy. You provide her with the benefit and then you engineer to get something in return, maybe it’s discretionary effort on a project.
If Jenny is just motivated to grind away and get a promotion, then early finishes don’t mean anything to her, she wants coaching and stretch assignments – so you get her to help you on a project you are stretched to complete.
You’ve got to know what people actually want. Often it’s not things, it’s an experience. It’s cheap as chips, but it takes time and attention and that’s what we don’t have enough of.
How do we get managers to give it time and attention?
Senior managers, HR whoever it is for you need to engineer a workplace where it is natural for the time and attention to be spent in that way. That’s pretty broad, but an example is roping it into a performance review / management framework. You can’t guarantee that they are going to execute, but you have created the attention and time for it to take place, so you are halfway there.
How do I get managers to reverse engineer motivation?
Ask you managers to go on a treasure hunt. Over a month or two they need to find what motivates each employee (that directly reports to them) within their team. Then phase two is workshopping how they can use that to their advantage. It’s not overly complicated, but it requires time and attention, the two things we are really short on these days.
What about my corporate wellness program?
Nothing wrong with that, it’s a tool, a branding opportunity, seeing how common it is, it’s almost a hygiene factor these days – we expect it. Discounted health insurance and memberships show you ‘care’ enough to have them, but not all people get a kick out of it, it’s not an individual you get me program. So don’t toss it, you need it, it’s just not going to solve anything overnight.
The below diagram sums up my feelings on the topic at midnight last night.