They met through an advertisement. The two thinking they were a match made in heaven. He; a portly feature, stable and still growing. She; looking for someone just like him, but eager to settle down and invest in a more family manner.
Yep, we are talking about corporations and employees. He, the organization (do not go sexist on me here, please) looks to grow and in hiring her proves his expectations to grow in the current production line. She, on the other hand expects a stable employment, income, and sense of belonging.
Place those two characters on hold for the moment while I reset the context of this paper. This IS about employee engagement. This IS about aligning expectations. This IS about you and your organization and “getting engaged” or at least another perspective of that “pre-marital” connection.
Reading an article in the February edition of Talent Magazine (http://talentmgt.com/) on this very subject, I felt as though only portions of this phenomenon made print. Engagement, as in marital engagement takes on many levels.
The first topic in the article mentioned the every-present 24/7 connection via phone or some telecommuting device. The idea seemingly hints the employee grows numb to daily engagement when constantly tagged after hours. What say the jury? I know some ditched landlines for favor of mobile devices. That change only invites callers to test the employee availability and interrupt any downtime they “engage” in after hours. My first thought, “Turn it off!” I refuse to allow the device to keep me engaged in work (being an independent keeps me engaged more than enough, thank you.”
I suppose the real answer is to semi-screen calls by putting the ringer on mute during specific hours. Fortunately, or in my case unfortunately, my business never blossomed to the point I need to worry about late calls. Getting any call, save heavy breathing and prank calls, would find a welcome voice.
The magazine article reported employees seemed more engaged during the recession (their word.) Without hesitation, I immediately recalled an experience in my younger days while employed with General Electric in Louisville, Kentucky. Engagement roots also form from fear, anxiety, loyalty, and with our “couple” at the start of this issue, trust.
General Electric maintained pretty much a union shop. There were a few that never embraced unions and while not completely sold, it seemed like a small toll to travel the road of peace while working (glad too, since I disliked the term “scab.”) I tried my best to work when I could for as long as I could. I enjoyed the work and more importantly, the paycheck.
Word spread of an impending strike over the contract between the union and GE. I worked my hardest and longest hours in those weeks prior to the strike. I knew the pending weeks afterward would get lean and with a wife and son, I needed all I could get.
Not much differences between that period and threats of job loss recently. While not a union issue, the threat of unemployment, bankruptcy, foreclosure, and family unrest make many feel like they MUST engage in work. Stress from this type of engagement spills over into family or down time. The cycle is perpetuating.
Neighborhoods shuttering, friends and family losing employment, rising costs, and issues external to work creep into the workplace and voila, employees engage, but engaged with fear.
For those lucky enough to maintain employment, they lose engagement from loss of loyalty and trust. They look for greener pastures. Just remember, the grass is always greener over…the septic tank. Remind yourself what feeds that grass.
Health risks and missed days affect and stem from employee engagement. I remain uncertain as to which has the bigger impact (chicken and the egg question) but the connection is not doubted. Even my own experiences vouch for this attachment. Possibly more than just a casual day off or off day, those employees with hidden, chronic problems refuse care. The idea of exposing or being exposed scare many employees into ignoring treatment or at least resolution. Melt workplace engagement issues into this and sure enough, we see a health avalanche.
I long thought developing employee skill inventories a necessity for many businesses, especially those growing and looking for increased customers. What is a skill inventory? I can help you develop this inventory, but suffice it to say it improves the engagement bliss.
The fallacious thought about advancement and training as a necessity is overblown and businesses should make this well known. First, businesses are not in the business of advancement for the sake of advancement. Sitting on your haunches begging for more bones is not a way toward favor. The proactive employee seeks business, hand-in-hand with the owner. The skill inventories play in part here, but if you work in a boutique business or an established management/leadership system, advancement comes from business growth. Training for the sake of training is costly and during downturn times not business conducive.
I watched “Saturday Night Fever” last night during a 35th year “anniversary” showing. I watched the movie many times before, but for some reason last night through different lenses. Tony Manero (John Travolta) worked in a paint store as a 20 year old in New York set in the 1970s. At one point, Tony engages in conversation with the owner that points to three other employees and their tenure with his business. Tony is obviously disheartened when realizing his place in the business is junior, but the owner tells him he has a future.
Engagement is perspective, but more importantly, communicating and aligning expectations. Have you had your Tony Manero discussion with your employees? How could you improve your employee engagement, or better yet, your business marriage?
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