Common sense tells us that engaged employees are the lifeblood of an organization, whereas disengaged workers can poison a business when they negatively impact the workplace. A recent Gallup survey shows that 32% of U.S. employees are engaged in their work while 68% are not–and 17.2% of those disengaged workers are "actively disengaged." What can actively disengaged employees do to your organization? Name virtually any performance metric, and they can decrease it. Such employees aren’t just unhappy at work–they are often undermining the efforts of engaged workers.
Employment Enterprises Blog
Retention and employee experience are two sides of the same coin. Here’s a quick story: In one of my previous roles at a different company, a new senior leader came on and laid off half of our department. Those of us remaining were in shell shock. We knew this happens at companies all the time. But little was done to alleviate the fears of those who remained (and had a lot more work on their plates) and the culture seriously suffered. I started looking for a new job almost immediately and accepted an offer a few months later. The day before I was going to give my notice, my manager started a discussion about compensation but for me, it was too little, too late. And for most people, money can’t make up for a negative work experience.
My employee sent me a scathing email in response to a performance evaluation I just gave her. She has contacted her attorney and has threatened to quit. At this point I just want to fire her. How should I respond?
Keeping employees motivated at work is truly a constant battle for managers. In fact, a recent Gallup survey found that only 13% of employees worldwide are engaged at work on a regular basis. Distractions are the common enemy of us all; and, the all too familiar issue of failure to prioritize is no small beast and it frequently runs rampant in many companies. With so many to-do items vying for your employees’ attention, how do you keep them consistently focused and motivated? It may not be as hard as you think. You can improve employee motivation by enabling autonomy; encouraging communication; being positive; recognizing effort and achievement; providing ample coaching and training; and encouraging employees to embrace failure.
There’s an old saying that says, “Employees don’t leave jobs, they leave managers.” And it’s often true. Throughout my career, I’ve talked to hundreds of employees who love the company and their work, but they can’t stand their manager. So they leave. Sometimes they will just transfer to a different department or another location. Sometimes they will leave the organization all together.
Looking to send a strong message to employers who fail to provide a safe workplace, the Departments of Labor and Justice (DOL and DOJ, respectively) are teaming up to investigate and prosecute worker endangerment violations, namely, violations of the Occupational Safety and Health Act (OSH Act), the Migrant and Seasonal Agricultural Worker Protection Act (MSPA), and the Mine Safety and Health Act (MINE Act). Under a new worker endangerment initiative federal investigators and prosecutors will look to possible environmental crimes committed by companies in conjunction with workplace safety violations in order to seek felony convictions and enhanced penalties available under federal environmental laws. With the DOJ’s additional focus on holding individual corporate wrongdoers accountable, corporate executives could find themselves criminally and civilly liable for their roles in such crimes.
Employee retention is the rate at which a company is able to keep their employees working for them. If a company keeps half of its employees around for one year, the employee retention rate for that specific year would be 50%. Many businesses are aware of the importance of employee retention and will enact policies or strategies in order to maintain a higher level of retention. When they are able to keep their existing employees around, they are able to reduce the costs associated with hiring and training new employees when their existing ones leave.
Until recently, I thought we did a good job of communicating with our employees; but now I’m getting blind-sided with issues that I had no idea were brewing and it is obviously affecting productivity. How can I improve the flow of communication?
Executives and HR professionals may have very different day-to-day roles, but the desire to build a productive and engaged workforce is one thing we do have in common. We’re both constantly looking for ways to not only bring in the best but also foster growth and engagement among our current workforce. I can certainly attest to this firsthand as it’s something I think about often. Most of us realize that as CEOs, we are the leaders who steer the ships, but we are nothing without our employees.