Economic Downturn Is Temporary - Employee Engagement Is Permanent

In the year ahead the international economic environment has jolted some short-sighted organisations into thinking about reducing human capital expenses. “There is potential for some companies to consider laying off lower performing “dead wood” employees thus putting even greater performance pressure on already time burdened top talent” says Ian Hutchinson, Chief Engagement Officer at LifebyDesign.com.au

During tough times, everyone is being asked to do even more with less. As such it can be increasingly challenging to keep your top talent engaged and motivated during these times as it can directly impact an individual’s morale, performance, bonuses/rewards and work life balance.

Insightful Leadership Through Change

“Intelligent leadership is putting even more focus on engaging remaining top talent with self-leadership, an approach which is becoming increasingly important. Self-leadership is all about helping people become more resilient in times of change with techniques to focus positively on what they can control rather than negatively on what they can’t control”.

Research such as the USA airlines study has shown that those organisations that look after their employees during times of adversity will flourish even more so when economic times normalise than organisations that panic in short term uncertainty.

Killing Off Your Good Workers

Clouded environments like these can prompt irrational and hasty decisions that can easily undo all the hard work of recent times spent on employee engagement. Recent efforts to engage employees can be easily wasted and even negatively impacted into a downward spiral if employers don’t stand by their key talent.

“Economically spooked organisations need to avoid making knee-jerk reactions and consider the negative effects that can quickly impact and reverse all the positive employee engagement work that can take many years to transform and rebuild. Many companies are intelligently looking at more cost effective and scalable employee engagement solutions such as http://www.mecentral.com/ , an online engagement system now licensed in five countries and used by a number of Best Employers including Vedior (Ranstad), now a four year in a row award winner.”

With many seasoned veteran baby boomer leaders now retiring, less down-turn-experienced leaders are now being pushed through the ranks to fill the vacuum. “If these leaders don't play their engagement cards right, they can easily find themselves without a full house of valuable employees in 12 months time when the economy bounces back”.

The cost of loosing the wrong people at the wrong time can be extremely detrimental to any organisations and can have a huge economic impact, termed by Hutchinson as “Engagement Economics”. To calculate the bottom-line cost to your business, go to the Engagement Economics Calculator at LifebyDesign.com.au.

Is An Inexperienced Leadership Epidemic Killing Your People & Business?

We haven’t seen an economic down turn like we are experiencing for almost two decades now. As such Generation X & Y managers who are filling the leadership void now are ill equipped to deal with crisis management and the humanistic leadership skills required to cope with retaining and engaging their remaining time poor key talent.

With many seasoned veteran baby boomer leaders now retiring, less down-turn-experienced leaders are now being pushed through the ranks. “If these leaders don't play their engagement cards right, they can easily find themselves without a full house of valuable employees in 12 months time when the economy bounces back”.

In the year ahead the international economic environment has jolted some less knowledgeable leaders into thinking about reducing human capital and leadership expenses. “Some companies are reducing leadership development at exactly the time when the most acute leadership skills are required” says Ian Hutchinson, Chief Engagement Officer at LifebyDesign.com.au

During tough times, everyone is being asked to do even more with less. As such it can be increasingly challenging to keep your top talent engaged and motivated during these times as it can directly impact an individual’s morale, performance, bonuses/rewards and work life balance.

Leadership Readiness Programs

Top leaders are looking for positive leadership strategies and key engagement solutions that maximise performance and productivity in these times of economic downturn.

With budget cuts and downward pressure to do more with less leaders are currently asking questions such as:

• How do we proactively & effectively lead our people in this difficult environment?
• In these changing conditions do we need to focus on employee engagement more or less?
• What are the best low cost ways of engaging our talent right now?
• What can we do now to minimise any negative impacts for our employees?

New leadership readiness programs are specifically being developed for leaders in these new times. Master classes such as “People Glue” are becoming instantly popular. For more information go to http://www.peopleglue.com.au/

Talent Doesn’t Leave Organisation, They Leave Leadership

“Intelligent leadership is putting even more focus on engaging remaining top talent with self-leadership, an approach which is becoming increasingly important. Self-leadership is all about helping people become more resilient in times of change with techniques to focus positively on what they can control rather than negatively on what they can’t control”.

“Economically spooked organisations need to avoid making knee-jerk reactions and consider the negative effects that can quickly impact and reverse all the positive employee engagement work that can take many years to transform and rebuild. Many companies are intelligently looking at more cost effective and scalable employee engagement solutions such as http://www.mecentral.com/ , an online engagement system now licensed in five countries and used by a number of Best Employers including Vedior, now a consecutive fourth year award winner.”

Job Fulfilment = Performance + Productivity = Profitability

For most people, work is an important part of their lives. Work can give people a sense of fulfilment, structure, identity and belonging if in the right role. Many employees find work defines their lives and heavily influences their lifestyle.

But, equally, job boredom can be a source of dissatisfaction, frustration and disengagement if it is allowed to be so.

"Productivity explodes when people love what they do."
Po Bronson, What Should I Do With My Life

Ideally employees should take responsibility for their own career paths and futures. But let's face it, how many really do? Sometimes people know what they do not want, but not what they really do want. A large percentage of the workforce seems to fall into roles and their work is created by default rather than by design.

So would it not make sense and be great to ensure our people's work is as fulfilling as possible - especially considering that they spend almost a third of their lifetime working?

Responsibility
Many old school managers might say: "Oh, but it is the individual's responsibility". But if we want our people to be engaged, productive and profitable then, surely the organization is responsible for giving them the tools, systems and guidance to be enjoying their day-to-day work as much as possible. New leaders are taking responsibility to review and fine-tune individuals work situations.

Become A Job Fulfilment Catalyst
When was the last time you checked in with your employees on how much they are enjoying their work?

71 per cent of organisations providing tools and resources such as career management programs say that it has improved their ability to attract and engage employees.

If as a manager you feel you don't have the skills, then consider:

• A coaching, mentoring or training program for yourself
• Online or in house career development programs for employees
• Quick start tools

We only have one chance to make a first engaging impression

Relationships begin from the very first experience a new employee has with your business. Unfortunately, 8 per cent of people leave a company after only three months with almost 14 per cent leaving after six months. (Source: ABS).

Feeling part of the family
Fast tracking people's sense of belonging through personal connections and quickly establishing a social network play a big part in making people feel welcome, supported and part of the family.

Making the time to welcome new people properly is an excellent engagement strategy that will save managers further recruiting time in the future. Many managers put impersonal procedures ahead of achieving a personal connection early in a new employee/manager relationship.

Possible actions for your new recruit

• Create a new employee poster with personal information of interest
• Have a one-week check in with managers/the CEO
• Make sure they have a contact list of all employees in the first few days
• Have someone contact them before they start with any questions
• Appoint a ‘buddy', other than their manager
• Make it the role of all employees to introduce themselves in the first day
• Send a welcome card to their home for them and their spouse - if appropriate

Engagement is a social science

Humans are social creatures. A major reason people stay in an organisation is because of Engagement Driver 5: ‘Relationships', they have good, positive, open and collaborative relationships between leaders, co-workers, teams and even clients/customers. The stronger the relationship links the more people will be engaged.

It is up to the CEO and managers of the organisation to constantly create ways of strengthening the bonds between people.

It can be challenging. Everyone is increasingly busy, so the quick impersonal email can be easier than a face-to-face chat or phone call. Many people travel for work, are out on the road or work remotely so, again, connections and personal links can be increasingly challenging.

Friday drink - Out the door?
Let's face it, these days many people prefer to go home and spend more time with friends or family than stick around for the old traditional Friday drinks. But to have increased employee engagement, this is just the type of thing businesses need more of, having their people feel they have friends at work and are part of a ‘family'.

Enhancing relationships

• Look for fun, quick excuses to get people together like celebrating birthdays with an office cake
• Have informal manager/CEO lunches
• Open plan offices
• Personality profiling for your team to better understand strengths and differences e.g. Myers Briggs
• Team building days may sound like a cliché but, if done well, can work
• Social club organiser
• One day a year all support a charity
• Have a fun business newsletter