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Getting Your Employees Engaged — Part II

In my blog entry, “Getting Your Employees Engaged,” I cited six low-scoring survey items that were indications of low employee engagement and discussed the first two: (1) My company takes appropriate action with poor performance and (2) I have opportunities for promotion.

Now it’s time to tackle the middle two:

• Leadership understands the concerns of employees
• Quality of work is not compromised by volume of work

The role of leadership: Great leaders have the innate ability and intuition to relate to their employees. They have emotional intelligence. They’re able to communicate. And, most importantly, they listen, listen, listen! As Jim Collins writes in Good to Great, they’re willing to face the brutal facts. This ability to relate and care reflects in their concern for employees. For some, it’s genuine. For others, it’s more like smart business. The fact is that the CEO sets the tone and his or her concern permeates the organization. A leadership uncaring and unmindful of employees will inevitably communicate this attitude with serious impact on morale, performance and productivity,

I’m currently helping a multi-billion dollar, privately-owned company go through a major transformation. The owners epitomize the concept of caring. They know many of the employees in the various subsidiaries. They’re personally involved in all key decisions. And they demonstrate their appreciation for loyalty. Their work ethic and behaviors have motivated and inspired executives and their teams to go way beyond the call of duty — working prodigious hours and showing total commitment to the changes. This is what employee engagement is all about!

So, show you care: engage with your employees, listen and address their concerns, and communicate transparently.

Quality vs. volume of work: The recession has led companies to pare their workforces to the bone in an effort to keep their P&Ls looking good and conserve cash. While the result has been significant productivity gains, it has also created high levels of structural unemployment. Make no mistake – quality has suffered.

While new technology, improved systems and processes, more training, or, simply, better management and allocation of resources can help, many employees today feel that they’re hanging on by their finger nails and barely able to sustain the required levels of service or production quality at the lean staffing levels. And heavy workloads lead to stress, burnout and disengagement.

When your employee engagement survey sends a clear message about the volume of work, read the comments and do the diagnostics. Meet with team members and look into the problems. Set up task forces to handle issues that simply require communication and problem-solving between departments. Hire specialists for more complex matters. And above all, continue to communicate and be transparent at all levels in the organization.

I’ll address the final two low-scoring items, openness/trust and morale, in my next blog.

Coachees make it successful … or not!

In reflecting on the successful coaching assignments I’ve had over the years, I’ve noticed that there’s a breakthrough moment that occurs during the relationship—typically at the time when I review findings from the 360 interviews and behavioral assessments and work with the coachee to relate them to specific events or incidents. It’s a moment marked by a growing self-awareness and a change in mindset on the part of the coachee toward me and the overall process. Self-awareness is critical since, as Dr. Daniel Goleman points out, this is the “cornerstone of leadership” and progress flows from this point.

What are the self-realizations by the coachee that I’ve found lead to success? Here are my TOP TEN:

I want this coaching assignment to be successful. I see it as a unique opportunity in my professional development, and for my growth and continued success.
I am willing to recognize key areas for improvement or refinement.
I am committed to change my leadership/management style and my behaviors as a result of this opportunity.
I need to be aware of the impact of my moods, actions, words and behaviors on others (I need to be self-aware, emotionally intelligent!).
I will identify those experiences or situations that resulted in unfavorable outcomes and share them objectively with my coach. I will also discuss awkward or challenging situations in which I’m currently involved to ensure I’m best prepared to manage these effectively.
I will report back to my coach on what is working and what isn’t so we can determine the actions and behaviors required to do it differently and more effectively.
I will be open with my direct reports that I am working with an executive coach and will share the key things I’m working on. I’ll also ask them to let me know when I’m not getting it right and give clear indicators that it’s safe to do so through my responses.
My manager needs to be part of the process and to reinforce the lessons learned. This should continue after the assignment has ended.
After the assignment, my coach needs to check in from time to time and ask the tough questions to keep me on track.
Bottom line, I’m going to change!

Based on your own experiences, whether as a coach, coachee or having engaged coaches for direct reports or others, I’d like to know what you think about my TOP TEN list.

Getting Your Employees Engaged

In the employee engagement surveys conducted by PSG the past few years, I’ve noticed six survey statements that consistently score the lowest ratings and contribute to low engagement. The low scores occur whether or not the organization is for-profit or not-for-profit. These statements are:

1. My company takes appropriate action with poor employee performance
2. I have opportunities for promotion
3. Leadership understands the concerns of employees
4. Quality of work is not compromised by volume of work
5. The environment at my company reflects openness and trust
6. Morale is generally high at my company

Let’s deal with the first two, and I’ll comment on the remaining four in subsequent blog entries.

Dealing with poor performance: Poor performance/bad behavior is frequently overlooked by managers for a variety of reasons, not the least of which is their inability to handle difficult conversations. This is either through a lack of coaching skills and emotional intelligence or simply being too weak to deal with the problem. Then there’s the practical risk of losing people when when you’re short-staffed and managing heavy workloads. And, of course, it takes time that you don’t have when you have this pressure. The result is a manager who is conflict averse or unwilling to confront the issues.

While the excuses are many, the fact remains that countenancing poor performance sends a clear and unmistakable message — it’s OK to show up and not perform while everyone else works diligently to do his or her part and more. What’s more, “bad apples” undermine team morale and performance with their negative attitudes.

Simply put, companies need to have fair and consistent practices to handle such situations, including standard procedures for dealing with poor performance, use of performance improvement plans (PIPs) and, ultimately, doing what’s necessary when an employee fails to meet the requirements of the PIP. Empty threats only result in lost credibility. Actions count, even if they’re not visible to other direct reports. Over time, a manager’s style becomes obvious and it’s clear to all whether or not poor performance or bad behavior is being addressed or simply tolerated.

Opportunities for promotion: This is a universal issue, particularly in smaller businesses where the growth path can be limited. How do you deal with it? In a number of ways:

First and most important, promote those who are deserving and qualified, or clearly have the potential to succeed through demonstrated success.

Second, when career paths are limited, be upfront. Tell people directly where they stand and that there are no immediate prospects for growth or promotion. If necessary, you may have to help employees leave the organization and work with vendors and partners to find top jobs for them. It is clearly preferable to have friends in the industry through a positive and constructive transition than to build up the frustration, resentment and disengagement that result from vague and empty promises.

Finally, work to promote from within and create incentives for ambitious employees. This frequently requires a sensible talent management program. It doesn’t have to be sophisticated. It simply needs to recognize your high potentials and give them the training and professional development opportunities to grow, take on additional responsibilities and demonstrate their talent. It’s also a lot cheaper than having to hire from the outside.

What’s going on in your company with regard to these two issues? If you’re having problems, perhaps it’s time to sit down at your next leadership meeting and hash it out.

PSG and the 21st Century University

In a ground-breaking project recently completed for the King Abdullah University of Science and Technology (KAUST), PSG put together a set of HR recommendations that focused on organizational structure, compensation, job families, medical, insurance and retirement benefits, special expatriate benefits, recruiting strategies, governance and other HR policies and procedures, including code of ethics. We also incorporated the notion of pay-for-performance – unthinkable in the world of academia. PSG was awarded the project over a top international HR consulting firm.

KAUST— check it out at www.kaust.edu.sa — is a brand-new institution of higher learning that will open in casino poland two years on the shores of the Red Sea in Saudi Arabia. The official groundbreaking was held on October 21. (Refer NY Times Article Saudi King Tries to Grow Modern Ideas in Desert) With a $20-billion endowment, the university will grant Master’s and Ph.D. degrees to students who will work with faculty on cutting-edge scientific and engineering research to benefit and drive the economies of the Middle East and other regions of the world.

In formulating its recommendations to a client some 10,000 miles away, the PSG team benchmarked HR best practices, visiting some of the top U.S. and foreign universities in the Middle East and combined those findings with relevant corporate and nonprofit best practices. The team also took into consideration the fact that Saudi Arabia was not a location that would immediately appeal to the top-notch faculty KAUST wanted to attract.

KAUST is now using our recommendations to set up its HR department and help recruit the people it needs.

To discuss how PSG can help you assess your current HR practices and operations, call us at (203) 987-3338.