Ich arbeite jetzt seit mehr als 15 Jahren in Führungspositionen internationaler Unternehmen. Von Start-up bis Konzern. In Unternehmen, die sich von einigen wenigen Mitarbeitern bis hin zu einigen Tausend Mitarbeitern entwickelt haben. Die von einem Standort in Deutschland bis hin zu zig Standorten gewachsen sind. Von Land zu Land, von Kontinent zu Kontinent . Meine erste Führungsrolle hatte ich zu der Zeit, als man noch nicht genau wusste was man mit dem Internet anfangen sollte bei einem Webhoster, der das Internet wie es heute ist, mit dem Registrieren von Domainnamen und damit verbundenen Inhalten auf Webseiten, erst ermöglicht hat. Zu der Zeit ging man mit einer AOL CD ins Internet mit 100 Freiminuten, die es in den Zeitschriften gab und konnte noch 3-Buchstaben Domains registrieren. 100 Freiminuten verbraucht man heute in 2 Stunden. Das Internet wurde Anfang 2000 da gerade neu erfunden. Das nannte man dann 2.0. Heute sind wir wohl bei 4.0. Offenbar ist dazwischen schon wieder Einges passiert...
Meine wichtigstes Learning ist, dass man sich als Führungskraft die Neugier und Offenheit gegenüber Neuem bewahren muss. Nicht nur, weil das immer wieder spannend ist und Spaß macht, sondern auch, weil man es seinen Mitarbeitern und Mitarbeiterinnen schuldig ist. Wir sind alle Teil einer großen neuen Ära. Das Internet und die Digitalisierung sind DIE Erfindungen unseres Zeitalters. Wie seinerzeit die Schrift, das Papier, der Buchdruck oder das Telefon. Da braucht es Führungskräfte, die die Teams mitnehmen und unterstützen können. Nicht jeder ist ja ein digital native. Da gibt es manches Mal Vorbehalte. Man muss ein Stück weit die Vorteile der Digitalisierung für den Einzelnen verkaufen und für sein Team Vorteile herausarbeiten können.
Vor allem, weil sich die Arbeitsbeziehungen auch verändern, man sich selbst verändern muss und die Komplexität größer wird weil die Innovationsgrade steigen, muss man sich ganz schön anstrengen um da mitzuhalten und up to date zu bleiben. Die Stabilität, die man früher hatte geht etwas verloren. Da kann es manches Mal sein, dass man deswegen am Schreibtisch ganz schön außer Atem ist und Muskelkater im Gehirn bekommt. Und nicht alle Menschen mögen die Veränderung. Aber wenn die Führungskräfte die Digitalisierung verpassen, verpasst sie das Team auch. Daher müssen Führungskräfte insbesondere Veränderungen lieben und leben und sicherstellen, dass sich die Mitarbeiter und Mitarbeiterinnen trotzdem sicher fühlen können. Kommunikation ist da alles. Frauen haben es in der Hinsicht meiner Meinung nach etwas leichter. Außerdem sind die Teams, vor allem in der Zusammenarbeit mit Millennials mehr und mehr unabhängig, dezentral und vielfach internationaler. Da muss man sich zusätzlich interkulturell gut bewegen können, die Individualität fördern und den dezentralen Laden zusammenhalten können.
Das Sinnvollste was man machen kann ist Mitarbeiter und Mitarbeiterinnen einzustellen, die einem sagen, was man tun soll weil sie die Expertise haben. Die Fachkompetenz der Führungskraft liegt dann eher im Fördern der Einzelnen, ohne dass man gefragt wird. Das Erkennen von Chancen für jeden individuell. Die Führungskraft ist Dienstleister und muss erkennen, wer vom Team die neue Führungskraft sein könnte. Das Formen eines echten Teams ist essentiell. Nur so erreicht man tolle Leistungen, weil man jedem Freiraum gibt und eine gute Fehlerkultur lebt. Ich habe damit gute Erfahrungen gemacht. Meine engsten Mitarbeiterinnen von früher sind heute selbst sehr erfolgreiche Leader. In der Zukunft werden Mitarbeiter gezielt aussuchen für welche Führungskraft sie arbeiten möchten. Mitarbeiterzufriedenheit resultiert in Erfolg. Und der macht wiederum Allen Spaß.
Die Beziehungen haben sich verändert und werden es noch viel mehr tun. Man hat mal trotz Entfernung das Gefühl mithilfe von Social Media, Whatsapp usw einander nah zu sein, mal hat man das gegenteilige Gefühl, das Team entgleitet einem. Wir müssen uns an beides gewöhnen.
Man ist im beruflichen Umfeld viel mehr Mensch und gleichgestellter in den Unternehmen, Hierarchien sind glücklicherweise nicht mehr da. Das ist modern und viel natürlicher. Man kann sich als Einzelne dadurch mehr ausleben und die eigenen Stärken und Interessen ausleben. Und: Man hat noch nie so viele Möglichkeiten gehabt wie heute als Arbeitnehmer. Für Unternehmen, Kunden und Partner ist die Digitalisierung gleichermaßen vorteilhaft, weil es noch nie so einfach war wie heute an ihr perfektes Gegenstück zu kommen. Alle arbeiten irgendwie auf Augenhöhe. Der Kunde hat am meisten davon, weil sich jetzt alle immer bemühen aus seiner oder ihrer Sicht zu denken und Produkte und Dienstleistungen zu bauen. Stichwort Design Thinking
Eine digitale Kompetenz bedeutet für mich auch zu schauen, welche Veränderungsprozesse zusätzlich auf das Unternehmen zukommen, also neben einem neuen Führungsverständnis für die digitale Welt im allgemeinen oder das Arbeiten mit selbstverantwortlichen Teams, die neuen Strukturen wie virtuelle Führung zu verstehen und gut aufzusetzen.
Heute gibt es so vielfältige und Lebensformen und die Rollenbilder verändern sich. Es gibt ein neues Selbstverständnis für die neuen Rollen der Frauen und Männer in den Arbeitswelten. Darauf müssen Führungskräfte ihre ganz individuelle Antwort im Sinne ihrer Mitarbeiter und Mitarbeiterinnen haben.
Bei aller Digitalisierung und technischem Fortschritt. Die Menschen werden den Maschinen immer einen Schritt voraus sein solange wir ihnen keine Seele geben. Und was wir ja auch insgeheim aneinander mögen sind die menschlichen Fehler. Vor allem an Führungskräften. Das ändert sich auch bei 5.0 nicht,
Tools wie TALOOB helfen Führungskräften Einblick in die Wünsche ihrer Teams zu geben. www.taloob.com
I have been working for more than 15 years in management positions of international enterprises. Start-up and corporates. In companies that have evolved beginning with few people and have grown to thousands of employees. Companies that had grown to have just one location in Germany to have many of them. From country to another country, from one continent to another continent. I had my first leadership role at a Webhoster at a time when people didn’t know exactly how the internet works. We were registering domain names and brought contents on websites. People used an AOL CD of with 100 free minutes for using the internet and could register 3-letter domains still. Instead, today we spent 100 free minutes in 2 hours. The Internet was reinvented at the beginning of 2000s. That was known as the 2.0. Today we are probably in the 4.0. Apparently, something has happened in between ...
My most important learning is that as a leader, s/he must be curious and opened to new things. Not only because of the excitement and the fun, but also because you owe it to your employees. We are all part of a great new era. The Internet and digitization are the inventions of our age. As there were the writing, the paper, the printing press, or the telephone in its times. We need managers who can lead their teams and support them. Not everyone is a digital native. Hence there are sometimes caveats. A leader must be able to demonstrate the benefits of digitization to each individual and to work out its advantages to the team.
Above all, you must make an effort to keep up and stay up to date because the work-relations and yourself are changing, the complexity is growing through the increasing levels of innovation. The stability you had before is a bit lost. It can happen that you are sometimes quite out of breath event if you are sitting at a desk. And not all people like the change. But if the manager misses the digitization, the team will miss it too. Therefore, managers, in particular, must love and live changes and be sure that the employees still feel safe. Communication is all in this case. For women, in my opinion, finding the right communications strategy is slightly easier. In addition, the teams, especially those integrated by millennials, are increasingly independent, decentralized and in many ways, international. You have also to be able to move around interculturally, promoting individuality and keeping the hold together as a team.
The best thing that you can do is to hire people who can tell you what you have to do because they have the expertise! The professional competence of the manager is now more focused to the promotion of the individual, recognizing opportunities for everyone without being asked. The manager is a service provider and has to recognize who on the team could be the new leader. Forming a real team is essential. This is the only way to achieve great results, because you give everyone space, living in a good “culture of mistakes”.
I have had great experiences with that. My closest associates from the past are today very successful leaders. In the future, employees will choose which executive they want to work for. Employee satisfaction results in success. And that is fun for everyone.
Relations have changed and will change much more. Despite the geographical distance, you have sometimes the feeling of being close to each other through the social media, Whatsapp, etc., but sometimes you feel the opposite, that the team slips away. As a modern leader we have to habituate to both feelings.
Today, one is in the professional environment much more human and works at the same level. In the companies, fortunately, strict hierarchies don’t exist any longer. That is modern and much more natural. As a result, individuals can live out their lives more and also their own strengths and interests. And: You have never had as many opportunities as today as an employee.
For companies, customers and partners, digitization is equally advantageous because it has never been so easy to get to their perfect homologous today. Everyone works somehow on equal terms. The client gets the most out of it because now everyone is always trying to think from his or her point of view and to build products and services. Keyword: Design Thinking
For me, digital competence also means to foresee which additional change processes are coming along for the company. Not only a new understanding of management for the digital world in general or working with self-responsible teams, but also comprise and well putting on the new structures such as virtual leadership.
Today, there are many different forms of life and the role models are changing, new roles of women and men in the working world. Executives need to have their own individual answer in the interests of their employees.
Despite all digitalization and technical progress, people will always be one step ahead of the machines as long as we do not give them a soul. And what we also secretly like are the human errors. Especially on executives. This also doesn’t change at 5.0.
Tools like TALOOB help executives to gain insight into the wishes of their teams. www.taloob.com
TALOOB is a new REVIEW SERVICE for professionals designed by scientists and experts giving individuals insights to their work and social skills based on a sophisticated algorithm. TALOOB invented a certification designed to validate leadership skills from the Teams’ perspectives
TALOOB sets out to bring leadership assessment to the work environments of the 21st century. We think that leadership needs to be evaluated by those who are being led – the firm’s employees. We think that leadership skills are an essential element of human resources – leaders need to know how they are seen by team members and how they compare to leaders worldwide. We think that owners and executives need to know how their leaders do – when hiring and for professional development. We think there are a couple of great company review websites out there but nothing with scientific quality. Leadership skills that employees value and deeply embrace do not only benefit the workforce, but the entire business. The thorough and sustainable engagement of employees reflects their relationship with a leader and how closely they connect to their company. Key elements of these relations with leaders and organizations include employees’ attitudes towards achieving workrelated goals and efforts to go the extra mile for the betterment of their company. Engagement and dedication are intimately tied to leadership that provides a supportive environment, the right tools for work, and an optimal work experience that promotes wellbeing and enhances productivity. Where there is great leadership, there is sustainable engagement, productivity, and improved financial outcomes. But what is great leadership? How does it look like? And how can it be accurately gauged? Countless studies have aimed at pinning down a range of psychological and social skills leaders need to possess or develop in order to become successful managers. In today’s globalized, networked, digital, and culturally diverse economies, however, the skills that employees value and recognize vary widely. Hence, what psychometric tests determine to be effective and universally recognized skills, employees might find less than optimal or even discouraging, putting their engagement and commitment to the firm at risk. TALOOB therefore sets out to reverse the assessment of leadership skills, introducing the social relational paradigm of leadership evaluation. Not managers’ individual skills and capabilities, but employees’ perceptions and evaluations of these skills are what matters most! Only with TALOOB, employees can give ingenuous accounts based on first-hand experience and related to a concrete organizational environment and specific task domains. TALOOB thus provides leaders with accurate social relational feedback on their leadership skills, enabling them to grow and constantly evolve – not only their own abilities, but also their employees and their organizations. With TALOOB, leaders can establish close albeit efficient relations with their employees, paving the way for their engagement and dedication. Sustained engagement can only materialize where leaders are themselves interested in making an effort to grow the business, where they ensure wellbeing of their employees, and have confidence in their subordinates while trusting them with their respective assigned tasks. Such engaging leadership also includes good management of their area of work, in addition to making changes for mutual benefit of employees. Superiors who empower their juniors automatically generate well engaged employees which in turn boosts the general productivity of an organization. Scientific studies have shown that successful leadership is essential for employee satisfaction and that employee satisfaction positively affects the performance of the company. Only firms whose leaders oversee teams of contented employees can make the most of their resources. Moreover, successful leadership is essential for leaders’ reputation and future careers. Some leaders see more in us than we do.
We are a team of professionals in the internet industries and the social sciences, natives to technology-driven work environments in global contexts. We are bringing together profound knowledge rooted in decades of professional experience in different fields. Our team members have expertise in international Leadership, behavioral and network economics, data analytics and econometrics, a scientific background in the sociology of culture, work and organization, and substantial experience in the technology sector, building mass market SaaS products. We combine our experience to better understand the social relations that make-up work-life, how these relations can be improved for both, leaders and employees, and how these relations generate revenue. We are people understanding people. Visit and like: www.taloob.com
Customer experience encompasses every aspect of a company's offering – advertising, packaging, product and service features, ease of use, reliability and, of course, quality of customer care. One of the many marketing buzz words. Why? Finally after many years of offering excessive product features, price wars, paucity of human contact and slashing staffing costs, companies try to move indifferent customers back into the center of attention.....
See more here: https://christinadanieldigital.weebly.com/blog by Christina Daniel, digital marketing evangelist
Employee engagement and retention has become a common struggle among employers. Where companies are working hard to gain loyal workforce, much has to be done by employers themselves. About half of the employees who leave their jobs do so because of their immediate bosses, no matter how successful the company, and how much their salary and benefits.
This culture of quitting work because of problems with a senior employer has lead to the notion that people leave bosses, not companies. The attitude of a senior employer towards his/her subordinates accounts for whether the employees quit or continue to work in the long term. Friendly managers who actually seem to care about their employees’ career and are generally a positive influence around the office are considered ideal by many.
Those who are fair in their praising and appreciation of employees, promote teamwork for equal contribution by their subordinates, encouraging them to uplift each other, naturally make better bosses. Employers who inspire their team to work hard without letting them actually feel exhausted can do wonders for a company. Bosses who seem approachable, and in whom junior workers can confide in, can inspire the loyalty of their subordinates.
A boss who encourages junior employees to achieve their goals, and is a source of motivation at work, can be a great positive influence in the workplace. Empowerment of employees by giving them some authority, and showing respect for them is also significant. Moreover, a boss who uses humor to maintain a lighthearted environment at the office can be fun to work with, and inspire loyalty of their juniors. On the basis of this loyalty, employees may choose to stay at the company even when a better offer comes up from elsewhere. In such a situation, the great impact on employee retention is solely accredited to the boss.
A company may be offering all the benefits an employee dream of; however, when the boss makes life difficult for them, they may very well choose to leave.
It is important that company leaders continue to evaluate themselves as the kind of bosses they are, and keep striving to improve themselves in order to attract, engage and retain qualified workforce. A good idea is to get reviewed by your employees through a service such as Taloob, which can even provide a certificate you can attach to your resume as extra proof of being a credible employer.
Employee retention is every employer’s dream especially if the team is motivated, productive and loyal. However, many a times we hear about people leaving their jobs and choosing to quit despite being associated with a mainstream, bigwig organization. Why is that so? Why do people decide to quite when they are part of a prestigious organization?
The reason is workplace environment and leadership philosophy that employers (or managers) adopt. According to a Gallup survey involving responses from over a million working professionals in the US, the boss or the leader turned out to be the number one reason for which people quit their jobs. The position they held in their company did not matter to them when they were required to work under a bad leader. So, this means, leadership style is directly related to employee retention.
But, what is the thing that makes a leader good enough for employees? How to retain employees? The answer is quite simple. The magic lies in servant leadership. It is a dynamic and revolutionary philosophy under which power has to be shared between the employees and there isn’t any authoritarian style of management in practice. By servant-leader, we mean the leader who does not consider his/her employees as subordinates but instead wants to serve and empower them.
Servant leadership is all about revolutionizing the power pyramid and empowering the employees. The environment at such a workplace naturally becomes enjoyable, fun, accommodative and welcoming. When employees feel ‘belonged’ to their workplace, they want to continue to work at the same place for years and years. On the other hand, when the leadership style is domineering and authoritative, employees start feeling suffocated and want to leave their jobs out of frustration. After all, self-respect and empowerment is everything that an employee seeks from his/her employer, apart from financial outcomes. Servant leadership ensures just that.
There is a very strong and significant correlation between servant leadership and employee retention and loyalty. Servant leader helps employees grow in their careers while encouraging them to be a productive part of the organization and giving their hundred percent to their tasks. This results in creation of a harmonious workplace environment. Servant-leader not only understands but also promotes development of human relationships at the workplace so as to ensure that employees feel part of a bigger family instead of being merely human resource team members. This belongingness ultimately proves to be the cornerstone of a company’s success and helps the management create a powerful team.
Servant leadership requires managers and leaders to shift their mindset completely; from expecting to be served, they are supposed to serve the employees. Such as, they are required to work for the betterment and welfare of their employees. This is accomplished by acknowledging the human and social aspect of work life. Thinking of employees as humans and not workers helps in unlocking ingenuity among the team members. The end result is enhanced performance at the workplace and fully engaged and satisfied employees.
What makes a company an employer of choice? A rising number of employers report difficulties filling vacant positions. The importance of leadership if companies hope to entice the best talent. How do I compare to other employers on the job market? Employers of choice might not be the same for everyone, but a general idea of an ideal employer is pretty much accepted by all. Since talented candidates can get choosy when applying for a job, it is important to keep their preferences in mind. The main idea behind an ‘employer of choice’ is an employer that seems to actually care. A company that offers benefits such as health insurance, bonuses, or competent salaries that are equal to or more than the market rate, is of course going to be widely known as a much sought- after employer. Many companies even offer travel packages as perks. Such supportive deals and packages in addition to a good salary can attract many people to apply for positions in the firms. Organizations that offer opportunities for growth once they hire an employee for a certain position are also considered good employers. With the increasing competition in the global workplace
and people struggling to go big, nobody likes being stuck at the same place with the same salary. Offering promotions in ranks after some time can be a great driving force to work hard, and a brilliant incentive in attracting employees. Companies with leaders who provide authority to their employees instead of making them work like puppets under total directions also are generally well reputed as employers. Empowering employees can work wonders, increasing productivity and promoting sustainable engagement. A place where their suggestions are valued, where they have a say in business decisions, where they are made aware of the latest company-related news, where their input is respected and where they are provided feedback on their tasks or appreciated on achieving goals will automatically increase job satisfaction for employees, rendering the workplace as a company worth applying at for new candidates. Flexible schedules are also more attractive, whereas long and strict working hours can be intimidating. Companies that have a reputation of fair behavior toward their employees, rewarding the most deserving ones, are also desirable employers. For places that play favorites, frustrated employees that aren’t getting what they deserve can create a bad name for their firm. A work-life balance is also thought to be crucial by many employees, with them preferring places that offer
extracurricular as well. All work and no play can get dull, even at the workplace! Moreover, employers are often judged by the work environment they have to offer, with places offering more amenities and well maintained offices being the popular choice.
There are a lot of discussions about the issues faced by employers in engaging and retaining employees. However, it seems that rarely do people discuss the challenges faced by employees
The modern global workplace is a competitive arena with challenges for both the employer and the employee. With many companies finding it hard to retain their employees and keep them engaged, it is best to focus and improve on all the drivers of employee engagement and retention. With heightening expectations of employees from their companies, there are many difficulties they encounter on a daily basis, especially with regard to their supervisors and company leaders.
As leadership is the key aspect that matters with regard to sustainably engaging employees in their work, the attitude of employees toward their employers and vice versa matters a lot. Problems with the boss can be emotionally and physically draining for an employee. With regard to their leaders, the challenges faced by employees include unreasonable expectations, lack of appreciation, and a boss who is not approachable. Incompetent employers who just hold positions of power due to their longer work experience but lack leadership skills add to the frustration of junior employees. Where unrealistic work goals are set upon their subordinates by bosses, where the workers do not have confidence in their leaders to make decisions for mutual benefit, it can get quite challenging. Being employed in a company that talks a lot about being productive and leading, but actually does not seem to be achieving any specific goal can also be a turn-off for employees.
With most of the reasons for quitting a job being directly related to the boss, company leaders and supervisors need to evaluate themselves and improve their leadership skills in order to retain their most talented workforce and build lasting work relationships with their subordinates to provide maximal benefit to their organization and increase productivity. To become the ideal employer, it is best to get reviewed by your own workforce.
For the 21st century employee challenges are not just limited to poor leadership, with factors like poor work/life balance, stress, length of commute, bullying, lack of growth opportunities and poor work environment. A no-go
«Ich sag dir dann Anfang nächster Woche Bescheid», sagte eine Bewerberin, nennen wir sie LillY, am Ende eines Interviews. Schon ziemlich coole Socken, diese Millennials, dachte ich so. Etwas verdutzt war ich schon muss ich zugeben. Aber das war einfach der logische Satz einer LillY, die kurzfristig vorbei schaute wegen einer offenen Position, die ich zu besetzen hatte.
Wer hat sich da eigentlich bei wem beworben?, fragte ich mich als ich näher drüber nachdachte. Ja, ganz sicher: ich mich bei ihr. Ich hatte LillY über ein bekanntes berufliches Netzwerk ausfindig gemacht und sie hat eingewilligt, ihren Lebenslauf zu schicken. Fünf Minuten später hatte ich ihren Einseiter kommentarlos in meinem LinkedIn Account als upload. Als sie zwei Tage später im Office ankam, spürte ich direkt das Selbstbewusstsein in ihrem Händedruck.
Interviews heute sind sehr anders als sie mal waren. Ein Glück! Denn früher musste man total bescheuerte Bücher kaufen zur Vorbereitung auf typische Fragen der Personalabteilung. Manche hatten die insgeheime Hoffnung, einen Bewerber oder eine Bewerberin durch geschickte Tricks des Lügens zu überführen, die Interviews waren vollkommen unlocker und einseitig. Ein 90% Redeanteil galt als gut, weil man alles ausfragte und das Unternehmen wenig zu sagen hatte. Big Bosses vergaben gönnerhaft Positionen, liessen Talente durchfallen bevor sie sich entfalten konnten und eine gewisse Kälte machte es schwer eine Frage zu stellen. Wenn man aber keine stellte, war man auch draussen. Urteil: Zu wenig am Unternehmen oder an der Position interessiert. Manches Mal legte die Personalabteilung ein Veto ein, weil eine Bewerbungsmappe es nicht durch den Standard geschafft hatte oder auf dem Foto nicht genug gelächelt wurde.
Die Rache der Millennials
Die Rache der Millennials ist es, bei solchen Unternehmen gar nicht erst anzufangen. Und das ist auch gut so. Denn man hat halt nur ein Leben. Acht Stunden am Tag sind einfach viel Zeit.
Rückblickend im Gespräch mit LillY erinnere ich mich an ausgewogene Redeanteile; 50:50, vielleicht sogar mehr auf ihrer Seite. Ich erzählte vom tollen Team, interessanten Aufgaben, den flexiblen Arbeitsbedingungen, freiem Catering für Mitarbeiter (immer ein Super Seller!), Verantwortung und Aufstiegschancen. Mit positiver Energie versuchte ich sie zu überzeugen. Sie erkundigte sich nach Unternehmenswerten, Führungskultur, internationalen Märkten und Homeoffice. Gegen Ende wollte sie noch das Team kennenlernen und mit anderen Personen sprechen.
Es war wirklich ein tolles Interview! Ich verabschiedete sie an der Tür, gab noch hier und da kleinere Vorteile mit auf den Weg und dann verabschiedete sie sich herzlichen mit den Worten: «Alles klar, Carmen. Ich melde mich und sag dir dann Anfang nächster Woche Bescheid wie ich mich entschieden habe». Wow. Das ist wirklich wunderbar erfrischend und modern, fand ich.
Ich hab LillY leider nicht bekommen Sie entschied sich für eine Stelle in Australien und wollte dort das Arbeiten mit dem Reisen verbinden. «Hat Spass gemacht. Wir bleiben in Kontakt, Carmen!»
Das Interview hat mir noch mal deutlich gezeigt, wie viel man von den Millennials lernen kann und wie sehr man sich anstrengen muss als Chef und Unternehmen. Good luck, LillY und ja, wir bleiben in Kontakt!
The sustainable engagement of employees refers to how closely they connect to their respective organizations. The key elements to this intensity of connection with their workplace include their attitude towards achieving work-related goals and their efforts to go the extra mile for the betterment of their company. In addition to effort, sustainable engagement also corresponds to a supportive environment that promotes productivity and provides the right tools for work, as well as an energy boosting work experience that promotes wellbeing. Where there is sustainable engagement, there is productivity, and improved financial outcomes. Through a detailed questionnaire based on employee work experiences, the Towers Watson Global Workforce Study has assessed the main drivers of sustainable engagement. Upon evaluation of the results, leadership was found to be the key driver of sustainable engagement, followed by goals, workload, image and empowerment. The study also
found only four in ten employees to be highly engaged, suggesting much room for improvement. With leaders who are actively present for their subordinates and are actually seen in action themselves, sustainable engagement of employees is a given. The actions of leaders should also be in accordance with their organization’s values. Engagement will be seen where leaders themselves are interested in making an effort to grow the business, where they ensure wellbeing of their employees, and have confidence in their subordinates while trusting them with their respective assigned tasks. Such engaging leadership also includes good management of their area of work, in addition to making changes for mutual benefit of employees. Superiors who empower their juniors automatically generate well engaged employees which in turn boosts the general productivity of an organization. With cut-throat competition in today’s global workplace, it is necessary to keep in check such factors which can make or break your company. With appropriate decision-making and supervision, professionals at leading positions can gain some loyal employees for their firms. Such a team of committed people can set a business on its route to success. To keep your employees engaged, it must be remembered that leadership is just the tip of the iceberg- attention to the other top four drivers is also significant.
With the advent of the highly educated millennial generation that joins a workplace with high expectations from their employers, a trend of employers trying to please their employees instead of the traditional opposite is at large in many workplaces. Job perks, promotions, benefits, well qualified and approachable supervisors, and the best tech equipment and tools are just some of the things leading companies are investing in to engage and retain employees, since if their needs are not met, employees tend to leave. It is important to provide financial security, and ensure job satisfaction, good mental and physical health and social connectedness since these are the key drivers of employee wellbeing.
There are many ways to ensure employee wellbeing, including but not limited to a comfortable but professional work environment, perks such as health insurance, a good work/life balance that prevents burnout, and leaders who they can trust to make decisions for mutual benefit. Some companies even go as far as offering in-house yoga and pilates classes, free massages and daily servings of fresh fruit at the workplace. Forbes magazine further states that initiatives such as flexible working arrangements, mindfulness training, new/working parent career coaching, financial education, emotional intelligence developmental training, improv training, retirement coaching, access to healthy food, snooze-friendly policies, on-the-hour flash walks, a gratitude practice, deep sense of purpose and contribution, and incentive-based trips are all effective in boosting productivity and engagement of employees, ensuring their wellbeing through increasing job satisfaction.
Such perks, benefits or gestures can yield a positive working attitude from employees and make them more driven to stay loyal to the company, making their best efforts to help achieve goals and increasing productivity. Simply put, it is human nature to feel positive when you are cared for, and when employees are given benefits or useful initiatives, it gives an impression that the company actually cares about their wellbeing. As a payback, they can give their best shot at what they have been assigned with. Looking at this situation from a larger scale, a business can thrive through such well-engaged, retained employees over time.
In the modern-day global workplace, both hiring good talent, and getting hired by a good employer involve cutthroat competition. Engaging and retaining loyal employees is actually an art, depending on many factors. It’s indeed true that the most talented employees actually get to choose their own employers instead of the other way round.
It is a common concept that places that offer the most salary often get the best employees. Although true to some extent, salary is not the only factor in hiring and retaining talent. Promotions, and adequate job security are also significant. Even these fundamentals themselves are not enough as the most qualified candidates tend to get choosy when deciding where to work.
With leadership being the major driver to sustainable engagement of employees, and base salary, growth opportunities and job security being crucial in employee retention, there are other factors that hold much significance as well when looking from an employee’s point of view, such as a healthy work/life balance, stress, and good relationships with senior members of the company.
Consider a hypothetical well-paying job that provides opportunities for growth as well as job security, but has extreme workload that is hard to balance with personal life. Most employees will leave at some point in such a case, since a work/life balance is just as crucial as a good salary and job security. Moreover, otherwise perfect workplaces that are far away from the residence of an employee may also not be the ideal place to work due to the great length of commute.
In addition to the above factors, leadership is a key aspect in engaging and retaining employees. With responsible seniors who make decisions for the mutual benefit of all employees on a fair basis, and have good work relationships with their subordinates, job satisfaction increases. Company leaders who are approachable and in whom their juniors can confide while trusting their decisions are likely to make good employers and attract the best talent.
Companies offering benefits like free food, travel packages and bonuses are more in demand as employers. Where the working hours are relatively flexible and workload is better managed, employees can thrive without feeling forced, and show more interest in achieving their work related goals.