Beth SchaeferJanuary 6, 2023DEI Blogs, Leadership and Strategy Blogs, Professional Development and Career Advancement Blog

Diversify to Recruit and Retain | A Workplace Blog

By Beth Schaefer

Recruitment and Retention remain top concerns for HR departments and hiring supervisors.

If you have not thought about the role of diversity in these 2 challenges, now is the time.

Diversity Defined

Research, polls, and surveys tell us that the younger generations are seeking multicultural diverse workplaces.  Before discounting that environment (or rolling your eyes), take a look at what actually defines that type of organization because I think you will find that is the type of organization all of us want to work for.

Some of the characteristics and attributes of diverse, inclusive, and equitable workplace environments include:

 

  1. Respecting Individuals – People want to be appreciated for their unique contributions to the organization. Respect builds trust, and trust builds engagement with the work.

 

  1. Communicating Honestly – People want their organizational leaders to “walk the talk.”  They want the policies that the company says they have to be adhered to by everyone in the organization.  If they say they have an inclusive culture in their value statement, they want to see inclusive actions in their hiring practices or promotion opportunities.

 

  1. Valuing Innovation – Characteristics of innovative organizations include learning about customer needs by including all ages, genders, and races when problem-solving.  The organization makes a commitment to inclusion.

 

  1. Practicing Culture Add – Culture fit can imply that only people who already “fit the mold” are hired. Whereas Culture Add encourages the addition of different perspectives and sees that as a value.

 

  1. Creating a Sense of Belonging – When people feel they are valued for their unique skills, talents, backgrounds and perspectives, and can see how those attributes contribute to the organization’s goals, they feel that they belong in that organization.

 

  1. Evaluating Diversity, Equity, and Inclusion Challenges. Recognize areas that need improvement and taking steps to address those gaps.   About 80% of companies “go through the motions” of DEI, but do not hold themselves accountable (Society of Human Recourse Management).  See Items 1 and 2.

When I look at that list of 6 attributes, I think those embody that type of organization that could recruit me and retain me as an engaged talented worker.

Cultivating Culture

Of course, getting your entire organization aligned to doing the values it states, may be out of your sphere of influence; however, there are some things that you can do locally to retain the young people you hire.   This website contains many past articles on getting your workforce engaged – which leads to retention.  I encourage you to visit or revisit those and consider the suggested actions steps.  However, for people like me who are X Generation or Boomers, you may need to rethink and move beyond the way you have always done things.  The list below states some changes (for people my age – paradigm shifts are what we use to call these) you may need to make.

  1. Do not expect people to find their own way. Be intentional about supporting their career and development.   On my first day of teaching, I was assigned a teaching mentor; he was paid for exactly one day to mentor me.  Fortunately for me, he thought that was bunk.  While they paid him for a day, he mentored me the entire time I was in that teaching role – 4 years.  Here I am still in education 33 years later.  The current statistic for teaching tenure is that 44% of teachers leave the profession within 5 years.  I am sure that other occupations have similar drop out rates.  Provide a career pathway and help your employees achieve their goals. People will stay and work for your organization if your organization shows it cares about them.
  2. Provide Input Opportunities. I grew up in an era where young people were to listen and learn from those older and wiser. While young people can learn from the older generations, the older generations need to recognize that they can also learn from the younger generations.  Respect the skills and knowledge of everyone on your team.  Do not expect the younger generation to sit on the sidelines observing; provide the “Why” and let them join the game.
  3. Reward Quality Work. There might still be some “pay your dues” believers left in the workplace.   This phrase means that regardless of your skills and talents, you need to just wait patiently for your time to come; for a space to open up; for you to become more seasoned and experienced. My dad coached me on how to pay my dues and how to temper my enthusiasm for wanting to move forward.  Most young people do not see time as a qualification for work.  If they can do the work, they want the chance, they want the recognition and they want the reward in the moment – regardless of their age.
  4. Offer Made-to-Order Opportunities. The younger generations have grown up in a world that asks for and honors their preferences.   I ordered a new Discover card last week, and not only could I pick from hundreds of designs, I could create my own personal image – all at no extra charge.  From creating a video game character, to selecting a wait list of show to watch, to choosing ring tones to recognize their contacts, the younger generations have grown up in a tech world that allows them to make all kinds of choices. When I was young, Burger King let you “have it your way” by removing lettuce off your burger.  Now Subway and Chipotle personalize your order by having you build your sandwich, wrap, bowl exactly the way you like.  Figure out how to be flexible and offer personalized workplace options whenever you can.

While I am not a young worker anymore, I look at the list of 4 things and think, Would I like to work for someone who does these 4 things?   Of course, I would!

In my research, I came across all the usual statistics that support these ideas from a financial outlook.  Of course, it saves money to have engaged employees rather than a revolving door.  Rather than reciting those numbers again, I am going to say one of the best reasons to rethink the old ways, is because the new way is actually more fun.

 

Read more from the sources used for this article:

Gen Z in the Workplace: What Employers Need to Know – Architectural Digest website
What Do Newer Generations of Employees Want and Can Your Business Adjust? – Forbes website
Four Things Gen Z and Millennials Expect From Their Workplace – Gallup website
Emphasizing DE&I in Employee Retention – Strategic Finance website
5 Extraordinary Benefits of Age Diversity in the Workplace – Vervoe website
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Beth SchaeferDecember 9, 2022Pandemics, Holidays & Other Stresses, Professional Development and Career Advancement Blog

Happy Holidays? | A Workplace Blog

By Beth Schaefer

IPD Director

Last week I attended an annual holiday party with friends that I have been attending for 30-some years.  Fun!  It was a potluck, and I made a pretty ordinary salad – for about $35 dollars in grocery supplies – not fun.   While many of us look forward to the holiday season, it does come with extra everything – including stress.

Even though most of this stress is from our home environments, it can creep into the workplace.

As we move into the last 4 weeks of the calendar year, be aware that the stress of holiday preparations and celebrations may affect your staff and coworkers in different ways.

Based on my own experience and some light internet research, here are some top holiday stressors:

  1. Time Management – more parties and potlucks, more shopping, more pageants and festivals, more cooking, more decorating, and more wrapping – all this can lead to more decisions being made with less sleep and changes to routines. Stress.
  2. Family Conversations – so many divisive topics and so much time together – in addition, some family members may no longer be part of the family (death or divorce) and some may be failing cognitively or physically and seeing these changes first hand can be jarring. Stress.
  3. Money – while your own cash reserves may be spinning downward, many do not even have cash reserves making economic disparities more visible, frustrating, and discouraging during the holidays. Stress.
  4. High Expectations – Besides trying to plan the perfect holiday gathering, finding the perfect gift within your budget, or trying to provide idyllic memories for your children, you may also be scrambling to wrap up the goals you had for 2022. Stress.
  5. Illness –More gatherings also mean more opportunities to spread illness. While this is a relatively new item on the list, it carries quite a bit of stress. The pandemic has made us more aware of doing our part for not spreading any germs, but having to choose to stay away from a special gathering because you might have something that you do not want to spread is a tough decision to make – and can also be a no-win situation.  Some will be pleased with your consideration, and some will be miffed that they missed seeing the grand kids or that you could not bring your famous dessert.

STRESS!

All this busyness and stress can lead to less exercise and more eating and more stress –  which may mean weight gain and decreased immunity, or the stress can even lead to physical illness, such as upset stomach, headache, sleeplessness, or even sore muscles.

You can take some actions to manage this year-end stress.

Managing Holiday Stress at Work

As a supervisor:

  • Encourage team members to handle extra holiday chores during lunch times so that workers are present and focused at their tasks.
  • Workplaces can have extra visitors or visiting or parties taking place this time a year; provide some additional quiet spaces for those who need them to concentrate and stay focused to complete work.
  • Remind staff that some people, such as the finance department closing out year-end, are extra-busy during this time and to be patient when interacting with them.
  • Encourage employees to stay home when sick so that you do not spread illness across the department or to each other’s families
  • Help team members prioritize work– especially with theirs and others’ holiday and vacation time.

As a coworker:

  • Plan ahead so that the work you need others to do can get completed amongst the extra time off and holidays.
  • Check in with co-workers if you note the stress. Remind them of any Employee Assistance programs they could use or just listen.
  • Be mindful of those who may be alone during the holidays or are experiencing the first holiday without a loved one. Offer comfort if your co-working relationship allows, “I know that this is the first New Year’s Eve without your husband, that must be difficult.”
  • Partner with a coworker and take walks during your breaks.
  • For those who have taken the IPD communication course, remember to flex! Assess the communication style of the person you need to receive your message and then flex your communication style to accommodate them – and remember – we all communicate differently when under stress.

Manage your Personal Holiday Stress

The tried and true include:

  • Eat smart whenever when you are not at gatherings.
  • Skip tasks (do not send out cards) or cut corners (do a cookie swap rather than baking them all yourself).
  • Set a budget for gift-giving and stick to it.

Some more strategic and thoughtful approaches to holiday stress include:

  1. Generate a master schedule of events, prioritize them, and remove the bottom 10 or 15 % of the list. Fewer events and less hustle and bustle will allow you to be present and focused at the ones you attend.  Choose quality over quantity.  Think about planning gatherings with those you missed in December a few months into the new year instead.

 

  1. Trigger your feel-good endorphins by spending time or money on others. Consider visiting a relative or friend who cannot get out to the big gatherings due to limited mobility issues.  Save money on presents for friends and family and donate it to a homeless shelter or a woman’s crisis center. Pack some food for those who are in need. Use technology to reach out to friends and family who may be long distance and not able to travel back to see their loved ones.

 

  1. Avoid these questions at family gatherings:
    • When do you plan on starting a family?
    • Why aren’t you engaged yet?
    • Remember when (fill in any embarrassing moment or past argument)?
    • Have you gained weight? Gotten more gray?  Lost weight?
    • Don’t you need a job that pays more money?
    • What do you mean you are not working; what do you do all day?

 

  1. Mark some days as “off limits.” Mark them off at somewhat equal intervals. Do not schedule anything on those days or nights and use them to get caught up, or just take time to relax, or just hang out on the couch to watch a favorite holiday film or binge-watch a favorite show.

 

  1. Prepare yourself for difficult social situations (family or otherwise) with these tips:
    • Anticipate awkward questions you might be asked and have a light-hearted vague answer at the ready.
    • Try to position yourself so that you can walk away from conversations you do not want to be a part of.
    • Prepare a list of questions to change topics if a conversation gets heated:
      • I am wondering where to travel this year. Where have people been?
      • I am looking for a good BBQ Shrimp (cake, salad, chili) recipe. Anyone have one or know where I could look?
      • ____ and _____, I am not sure if I know how you met. Can you share that story with us?
      • I want to binge watch some shows this winter, what do you recommend?
      • I need to pick the next book for book club. Any ideas?
    • Prepare a list of questions that people (generally) enjoy answering:
      • What are you looking forward to in 2023?
      • How is your (garden, hobby, cooking class, sport, DIY project) going?
      • How was your trip to ____ last summer; do you have any pics on your phone?
      • How old are your grandkids (kids, nieces, nephews, dog, rabbit) now?  Any pics on your phone?  What are they up to these days?
      • And follow most answers up with, “Tell me more.”
  1. Choose. For those of you who have taken the IPD course on handling conflict, remember there are five choices for how to handle conflict with others.  While you learned these strategies in a workplace context, they work for other environments as well.  Review your 5 strategies for handling conflict and make a choice rather than defaulting to whatever the situation brings.

With those 6 strategies, go forth and have a happy and stress-free holiday season!

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Beth SchaeferOctober 25, 2022Leadership and Strategy Blogs, Professional Development and Career Advancement Blog, Workplace Wins

The Value of Chit Chat | A Workplace Blog

By Beth Schaefer

IPD Director

Office Chit Chat.  Do you love it?  Hate it?  Do you find it distracting or does it make you more productive?  Read on to find out what the experts say.

Let me start by saying that if you find the claims in this article bogus, you can search office chit chat on the internet, and find a bunch of advice on how to clamp down on it.  That is not the kind of information you will find in this article.

How can something like chit chat be so polarizing that some want to eliminate it from the workplace?  Well, let’s start with best practice: When discussing workplace strategy – one should start with definitions to make sure we are all talking about the same thing.

Definition of Chit Chat

Most of my sources show 2 definitions of chit chat.

  1. Small Talk, banter, informal conversation about matters that are not important; light-hearted exchanges
  2. Gossip

If you define office chit chat to be office gossip, then you have an issue.  Gossip is detrimental.  See the footnote at the end for the 2-prong approach to stamp out Gossip.

If you define chit chat as small talk or light-hearted exchanges, or the discussing of unimportant topics, then, you may want to consider encouraging it rather than eliminating it.

Here are some examples to help differentiate how this article will view chit cat vs. gossip:

Two Caveats on Definition

  1. For me the distinction between gossip and chit chat is, if you would not say it to the face of the person, it is more likely to be mean-spirited (and, thus, detrimental) gossip.
  2. While the definitions say the topic of chit chat is inconsequential or not important, I disagree. For me the nuance is that the topic is not important for the business of the workplace; however, many times the topics are very important to the personal lives of you and the people you work with.

Benefits of Chit Chat

These are stated in numerous ways, but they all return to one main benefit: people are more productive.  Yes, taking time to chit chat makes people more productive.

Chit Chat builds personal relationships with coworkers.  And, if you like your coworkers…

  • The workplace has a more positive tone
  • They (and you) feel acknowledged and you feel that you belong
  • You are better at discussing controversial work issues – being a good listener and being respectful of differing view points
  • Your mental well-being is more intact at the end of the workday, and you take that positive energy into your personal life
  • You are more likely to help coworkers solve a work problem
  • You are more likely to help with “someone else’s” work – to go above and beyond expectations
  • They are more likely to see you as a credible worker and vice versa (builds team trust)
  • You may find it easier to be creative and share those innovative thoughts with others

If you are a supervisor, consider viewing chit chat as a team-building advantage instead of distracting work detractor.

Still not convinced?  I bet you can think of a time that office chit chat was actually life-changing!  You heard me.  Office chit chat can be responsible for people finding new jobs, for blind dates that become life partners, for getting a good doctor for your child’s illness, for helping you navigate a life transition.

So, people everywhere (especially you home-grown Midwesterners), let go of the guilt.  Chit chatting helps you get your work done.  Embrace the water cooler!  Oh wait, I work remotely now – where is the water cooler?!  (You guessed it; an upcoming article).

Two Footnotes

*What a hypocrite!  I know some of you who work with me are shaking your heads.  Really?  You, task-focused-Beth who sometimes forgets to say hello before asking for a project status update?  You are telling us to value chit chat?  Yes, I am.  And by the way, I get around being a hypocrite because I do value chit chat; I am just not that good at it.  However, it is a skill I am constantly trying to improve upon.  In fact, it is not unusual to see my official typed up meeting agendas with the word “pleasantries” written on the top of my copy so that I remember to open the meeting with chit chat.

*Stop the Gossip Footnote:  And, as with most side bars in my blogs, they could use an entire blog to address.  Let me just say this on office gossip:  Yes, you want to eliminate it, and it is a 2 pronged approach:

  1. First, you or your fellow leaders need to ensure that you are not creating the space for gossip.  Use clear communication.  Ignore the adage, “no news is good news”, and instead think that “no news is fuel for gossip”.
  2. Second, address the gossiping of your direct reports the same way that you would address any other performance issues – with a private discussion that describes the undesired behavior and provides clear expectations and examples of positive behaviors.

Sources For ChitChat Information

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Beth SchaeferSeptember 26, 2022For the Public Sector, Leadership and Strategy Blogs, Professional Development and Career Advancement Blog

Employee Retention Part 4: Six Things You Can Skip to Improve Employee Engagement | A Workplace Blog

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Beth Schaefer | IPD Director

Have you noted the uptick in employee engagement information since we started this series of articles?  Chicken or Egg?

Is everyone suddenly more interested in Employee Engagement – or – because we now have Employee Engagement on our radar, we notice it more?

Case in point: This article appeared in the Huffington Post, You Could Be ‘Quiet Quitting’ Your Job And Not Even Know It.

I heard this article being discussed on the radio and sought it out because when I was at a BBQ for the National Night Out, several of my neighbors and I were discussing a group of workers we were calling the slowly retiring.

I, of course, immediately connected ‘Quiet Quitters’ and ‘The Slowly Retiring’ to Employee Engagement.

My previous article in this series gave 6 actions that immediate supervisors could take to immediately increase employee engagement since they are the ones who have the most influence on engagement.

This article will discuss the 6 myths your organization should avoid if it wants to help those immediate supervisors maintain engaged employees.

Myth 1: Supervisors are too busy for training

Many supervisors are promoted for their technical skills and knowledge.   They are experts in the work, not necessarily, experts in researched proven aspects of leadership.  Research says that 70% of employee engagement is in the hands of the immediate supervisor, but only 26% of leaders say that employee engagement is part of their job that requires daily attention.

My note: Do the math: quite a gap between 70% and 26%.  If your organization believes that not taking time to train supervisors is doing them a favor, you should rethink.  Yes, they are busy – very busy, but if you structure your training so that it:

  • targets their needs
  • helps them solve issues they find challenging
  • provides time to interact and get to know each other
  • allows them to have some fun,

then, they will appreciate the new skills and knowledge.  They may gripe on the way into training, but they should be re-energized on the way out.

Myth 2: We all need to agree on the perfect definition and measurement of Employee Engagement before we begin

The ultimate measurement of employee engagement is to simply see if your employee retention rate improves.

My notes: Just start.  Share the 6 quick start tips with your supervisors.

With that said, having some training where you help your supervisors with engagement best practices and define what might be “in scope” or what might be “out of scope” on engagement tactics could be a helpful discussion for supervisors.   Help supervisors determine what is feasible, viable, and desirable for employee recognition. The intersection of those three is the sweet spot for engagement.

Myth 3: Engagement surveys are the first step for improving employee engagement

Actually, most engagement survey results have only a small impact improving employee engagement.

My notes: Move forward without the survey.  A common misstep of many organizations is to spend a bunch of time, money, and resources on an engagement survey and results sharing, but then run out of steam (or time, money, and resources) to form and implement an action plan that addresses engagement.  Suddenly, it is time for the next survey without any meaningful interventions having taken place since the last one was issued.  Interventions change survey results, not survey-taking.

Myth 4: Employee Engagement is fueled by high level inspirational speeches from CEO’s

Speeches do not do any harm, but no need to wait for a formal launch with the CEO.

My notes: Skip the speech.  Spend the time equipping supervisors and let them start.   Even if the CEO does not even believe in employee engagement, a supervisor can still implement the 6 quick start tips and have a positive effect on their staff and their engagement.

Myth 5: Internal branding and messaging will increase employee engagement

Research says that employees will stay and be engaged if they enjoy the people they work with.  They need coworker friends to connect them to the company culture.

My notes: Put your energy into creating spaces that allow for interaction and fun.  Do not think that the employee newsletter (while informative) will generate excitement needed for long-term employee retention.

Myth 6: Employees’ affection can be bought

If we have enough gifts and material incentives for achieving targets, employees will work hard to accumulate those things.

My notes: Focus on creating a career pathway.  While most employees would not turn away gifts and perks, these alone will not hold them to a position where they see no opportunity for growth and/or do not enjoy working with their team.  I know what you want to tell me: some employee do not want to move on.  That is OK.  The conversation will still acknowledge their talents and contributions to the organization. Still a win.

What Can the Organization Do?

If HR is not excited about leaving employee engagement to immediate supervisors, one action item they can do to help (besides training and equipping immediate supervisors) is to ensure that supervisors write individual employee performance goals that connect to the organization’s performance goals.  That way, if most individual employees are meeting their performance goals and the organization is under-performing, leaders will at least know that it is not an employee performance or employee engagement issue.   No survey needed.

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Beth SchaeferJuly 28, 2022Leadership and Strategy Blogs, Professional Development and Career Advancement Blog

Employee Retention Part 3: Are We Moving Employees from Stakeholders to Customers? | A Workplace Blog

Beth Schaefer – IPD Director

Note: This is the third blog in the Employee Engagement Series.

The first article looked at the origin of the Employee Engagement theory, and the second article defined the concept.

During this ongoing time of The Great Resignation, have your staff and employees moved from being stakeholders in the work of the organization to being customers of your organization?

I mean becoming customers in the sense that their voice is becoming a stronger and stronger consideration and factor in how you do business and structure your policies and work.

Attracting and retaining employees appears to be a stumbling block to many businesses attempting to return to pre-pandemic levels of building products, managing supply chains, and/or serving customers.

Just in my suburban neighborhood:

  • The DQ does not have enough employees to open its indoor service – Even though post-Covid would allow them to open indoor seating, they still offer only drive-thru, and in this heat wave, that line is 20 cars deep. I have yet to get in line.
  • The Papa Murphy’s in my neighborhood closes at 6 pm. Correct, no pizza after 6 pm.  I seldom get my pizza ordered on time.
  • My local pub is no longer open on Sundays and Mondays so that their team can have “a weekend.” I miss Sunday dinners and not having to cook after a day of working in the yard.
  • Target had checkout lines 6 deep early on a Sunday morning and many empty shelves. For the past month, I have been trying to purchase legal pads only to find the shelf empty.  And, I admit, when they were finally there, I hoarded and took 3 instead of just the 1 I needed at the moment.
  • Help Wanted signs, banners, and flyers are on pretty much every large and small business in my suburb. Yes, I am considering a side hack to add some extra income…

I am sure that you also have examples of supply chain shortages, shorter hours, and longer lines due to an employee shortage.

This is not just a dilemma for retail and hospitality, I know from talking with friends, family, and coworkers that many are burned out in their roles in teaching and child care, healthcare, IT, and marketing as they continue to cover for unfilled positions for many months at a time.  Taking a vacation requires planning months before you depart and a month of catch-up when you return.

These shortages have many employers rethinking what they can offer employees.  At some point, the hourly pay or weekly salary rate may not be enough; you need to have something extra special to retain talent – is that something extra special in Employee Engagement?

If you have not sipped from the cup of Employee Engagement yet, this may be your time to give it a try.   Here is a starter kit from the experts with notes from me.

  1. 70% of the most effective employee engagement occurs with the immediate supervisor.  If you are an immediate supervisor, you can use these ideas to start building employee engagement with your team.

My note:  If you manage immediate supervisors, you may want to loop them in with some engagement training or some engagement information or… use these tactics with them to increase their engagement levels…

  1. Thank your employees for the work they do. Be specific.  Be in the moment.  Be real.

My note: To me, this would include publicly praising your team and giving them credit while you take a step back from the spotlight.

  1. Communicate as much as you can, as soon as you can, with as much detail as you can about the business, the problems, and the achievements.

My note: I think this demonstrates trust and respect; however, you also need to be respectful of the messaging your organization wants you to send.  I am also a fan of well-orchestrated messaging.

  1. Bring employees in on problems, listen to them, and foster a solution-centered or solution-focused department and team.

My note:  I think this demonstrates trust and respect and helps to create a workplace based on reality, but positive.

  1. Keep your promises. Do not promise something you cannot deliver.  If you say you are going to do it, do it.

My note: I would add – do it promptly.

  1. Create downtime for employees to get to know each other on a personal level. When a crisis occurs, people who care about each other are more likely to pitch in and help one another – whether one person is having a tough day or the whole team is having a tough day or it’s your busy season.

My note: You also need to take time to get to know your team members and staff.  I have more to say on this topic, but realize that it needs its article.  Look for an upcoming article on The Power of Workplace Chit Chat.

Using Employee Engagement tactics to create an environment where people want to work may be your next best strategy for retaining your people – especially if you cannot afford a salary bidding war.

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Beth SchaeferJuly 6, 2022Resources

Resources for Employee Engagement Article

Resources for Employee Engagement

 

Employee Engagement: It’s Time to Go ‘All In.’  Dale Carnegie.

 

Employee Experience vs. Employee Engagement: What’s the Difference?  Gallup.  Pendell.

 

Engaging in Healthy Debate Over Employee Engagement.  Association for Talent Development.  Leeds and Nierle.

 

Kahn’s 3 Dimensions of Employee Engagement: Still Good to Go in 2021? Talkfreely. Sinclair.

 

Sustaining Employee Engagement and Job Satisfaction.  SHRM. Paul.

 

The Right Culture: Not Just About Employee Satisfaction.  Gallup.  Harter and Mann.

 

The Six Forces Driving Engagement. Quantum Workplace.

 

The ‘What’ and ‘Why’ of Employee Engagement.  SHRM.  Hastings.

 

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Beth SchaeferJune 24, 2022Leadership and Strategy Blogs, Professional Development and Career Advancement Blog

Employee Engagement Part 2: Defined | A Workplace Blog

No Hugs Here

In my previous writing, we took a look at the research that originally started connecting employee engagement to employee production.

Both of these are very important right now in light of The Great Resignation.  Engaged employees are more likely to stay with your organization.  And you need all employees to be more productive because so many positions are unfilled.

The next set of blog articles will:

  • define employee engagement,
  • provide the benefits for employee engagement, and
  • tell you how to avoid common mistakes if you are investing in employee engagement.

Engaged Employee Definition: Out of Scope

Let’s start with what an engaged employee is and is not.

Bosses can breathe a sigh of relief.  While there are several definitions of an engaged employee to choose from, the one thing they all have in common is a lack of syrupy-sweet over-complimentary supervisors.

No rainbows. No unicorns.  No puppies.  No puppies riding rainbow-colored unicorns.

Phew.

SHRM (Society for Human Resource Management) provides a list of words to describe a disengaged employee:

  • pessimistic
  • self-centered
  • negative
  • gone a lot
  • takes credit but passes blame
  • egocentric

Interestingly enough, a synonym for disengage is undo.  If you are unfortunate enough to have a disengaged person as part of your department or project team, you can clearly see how behaviors of an unengaged employee could undo the productive work of others.

Along this same line of thinking, Sibson Consulting defines 4 categories of engagement:

So… if employee engagement is NOT about feel-good platitudes, bonuses, and pizza parties, what is it?

Engaged Employee Definition: In Scope

I read a lot of one sentence definitions for employee engagement, and this one summed it up best:

Employee Engagement =

What employees thinks about your company and how it impacts their mindset, attitudes, and behaviors on the work they do that day.

I like the that day because employee engagement can wax and wane.  If your employees are engaged that day, you might use these adjectives to describe them:

  • motivated
  • invested (in their work)
  • self-driven
  • committed to the organization
  • find work challenges to be enjoyable
  • connected to their team and coworkers
  • satisfied with their job

Interesting to note some items that are missing from the list, such as breeze through the day, find their jobs easy, always have a smile.  Engagement is not about being happy all the time or never having problems to solve.  Engagement is about feeling good about solving problems, contributing to the organization, and providing a valuable good or service to the people who need it.

Now that you know what employee engagement is, the next article will look at the benefits of investing your time and money in engaging employees.

RESOURCES

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Beth SchaeferMay 16, 2022Leadership and Strategy Blogs, Professional Development and Career Advancement Blog

Employee Engagement Part 1: Employee Engagement = Employee Retention – Fact or Fiction? | A Workplace Blog

Since so many employers are dealing with exiting employees and an accepted premise is that employee engagement leads to employee retention, I thought my next blog series should provide some tips and strategies for keeping your employees engaged, and thus, retained.

However, as I started looking through research articles, I noted that there were some articles that basically accused employee engagement as being, in my words, a lot of mumbo jumbo.

What?

I had to dig in.   Here is what I learned.

 

Most employee engagement can be traced back to the work of William Khan in the 1990’s.  At this point, I had to agree with the naysayers – anything that came out of the 90’s probably should be questioned:

  • Lunchables as a healthy meal
  • Neon windbreakers
  • Overalls with one or both straps down
  • Tickle Me Elmo
  • Butterfly Clips

Just kidding, the 90’s were all that and a bag of chips.

Since I have not actually studied Khan, my first step was to investigate his theory. Here it is in a nutshell – or the fraction of a nutshell.

Khan provided the original employee engagement framework.   He said that people’s personal engagement (bringing your “preferred self” to your tasks) requires 3 psychological conditions.  He then defined those conditions for the workplace engagement.

Psychological Conditions for Personal Engagement

Feeling Safe
Meaningfulness
Having Energy and Resources

Khan Framework for Workplace Engagement 

Physical Engagement
Cognitive Engagement
Emotional Engagement

Khan’s Definitions and Connections

Khan defined physical engagement as using your mind and body to get your work done.  He equated people’s willingness to use their energy to do their work with people who felt confident (or felt safe) in their role.
Khan equated cognitive engagement with traits such as creativity and decisiveness. When people are able to be creative or self-empowered in their jobs, they are more likely to find them meaningful. The caveat is that to reach cognitive engagement, people need to understand the employer’s vision and strategies and how their role connects to both.
Khan cited the three ingredients for emotional engagement as positive relationships with individuals at work, positive group dynamics on their team, and a boss that they trusted.
The connection between emotional engagement and having the right energy and resources is that people are only going to keep using their energy and resources if they believe that effort will actually lead to something useful. If their efforts consistently lead to no change, or incomplete projects, or bad outcomes, they will expand less energy and fewer resources in the future.

And that is how the value of employee engagement was born.

I know I have not answered the question yet of whether or not employee engagement is valuable, so we will continue on this journey in the next blog.  However, I can already see Khan’s logic, but more importantly, I believe I have lived Khan’s logic.

Psychological Conditions of Personal Engagement and Disengagement (Academy of Management Journal, December 1990, Vol. 3, no. 4, pp 692-724)
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Beth SchaeferMay 4, 2022Expert Insights - archives, Leadership Toolbox Past Expert Insights, past webinar, Project Management Past Expert Insights

The Change Chart | Past Expert Insights Webinar

Expert Insights Webinar The Leadership Toolbox: The Change Chart because change is also a Verb

Click to Watch Here

The Leadership Toolbox Launch will feature The Change Chart, which is often used by our speaker for change management.

Before Covid, change was difficult; during Covid, it was unavoidable; and as we transition “back to normal”, change is overwhelming.

The Change Chart may not be the answer to all of your change issues, but our speaker is hopeful that it can move you from inaction (change is hard) to solution (change is doable).

If you find yourself using the mantra, “People do not like change,” as an explanation for failed change efforts, IPD encourages you to join this webinar and add the Change Chart to your Leadership Toolbox.

Part of: The Leadership Toolbox

Short on theory and long on practical application. One easy tool for leaders to implement and use.

 

ABOUT THE PRESENTER:

Beth Schaefer

You know Beth Schaefer as the host of the Expert Insights series, but she also manages the staff of the Institute for Professional Development at Metro State as part of the university’s leadership team.  Before her role at Metro State, Beth was the director of an area learning center serving grades 7 – 12. In this role, she led teachers, staff, students, and parents through experiential learning and the changes that occurred during those secondary education years. In her leadership roles, Beth mostly navigates change that is generated by external forces (economy, pandemic, legislation) to meet the needs of customers while lacking the time, money, and resources that would make those changes easier to lead.

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Beth SchaeferApril 7, 2022Advance Your Career, Pandemics, Holidays & Other Stresses, Professional Development and Career Advancement Blog

The Great Resignation Transformation Part 3: Make Your Move | A Workplace Blog

by Beth Schaefer

IPD Director

 

“Should I Stay or Should I Go Now?

If I go, there will be trouble….

And If I stay it will be double…”

by, ironically enough, The Clash

If you have been reading The Great Resignation/Transformation series, you have already done the following to assess your current career situation:

And based off that analysis, you have determined that your career is best served by making a move to a new organization.

In addition to the assessments listed above, take these additional actions to ensure a smooth career move:

 

Research compensation for the role you want in the area/region you wish to work.

 

Define your “workplace self.”

Take 15 minutes every Friday to write down what parts of your job that week were the most satisfying.

  • Watch for patterns so you can look for more of that type of work in your new role.
  • Use this information to craft questions you can ask when an employer says, “What do you need to know about us?”
  • And, if asked, “What do you like about your current role?” you will be ready for that too.

 

Do the list of 3’s.  For each of the following questions, write down your top 3:

  • What 3 things about the work you do now generate passion and excitement?
  • What are your top 3 technical skills?
  • What 3 adjectives would your co-workers use to describe you?
  • What are your top 3 workplace skills or fields of expertise?
  • What are your 3 biggest workplace contributions in the past year?

 

Craft your story even though your resume is a necessary tool; it is not your whole story.

Look at the parts that make up your whole:

  • You are not just your job title.
  • Look at your history of projects; see how they add to your story.
  • Look at who is in your network; see how they connect to tell your story.
  • Create a list of work anecdotes that demonstrate your desirable co-worker traits that will transfer to any situation or role.

 

Build your brand about your “workplace self” using your story pieces.

Sum up your story:

  • Write your 1-paragraph career story.
  • Write your 1-sentence brand or elevator speech.
  • Make sure all your social media platforms use those pieces to align with the professional image you want to project.

 

Stay visible.

As much as you can, make sure the work you do at your current role reflects your brand.

  • That will ensure that those you work with can verify your self-assessment and provide positive recommendations.
  • While searching for your new role, keep your list of successes updated and ensure that your profile in your cover letters and resume matches.

 

 

Make friends.

Make sure you are liked by bosses, coworkers, clients, and customers.

  • They will be contacted for references.
  • Help people.
  • Worry about results, not credit.
  • Be nimble and efficient.
  • Be positive about your work and the organization.

 

Reintroduce yourself.

Broaden your circle outside your department, division, and organization.

  • This next ring of influential spheres may have shrunk during the pandemic- much more than you realize – while you were hanging out at home in your elastic pants…

Find an authentic reason to reach out to those you have lost touch with  – both in and out of the organization:

  • “I saw this conference/webinar/new restaurant, and I thought you might like it”
  • “Someone shared this article/template/software with me, and I thought you might find it valuable”
  • “I am back in the office; are you? Let’s grab some lunch/coffee/HH”
  • “ I see your job changed during the pandemic; I would love to connect and hear about your new role.”
  • “Congratulations on your new promotion…”

Tap your people to influence decision-makers for the roles you hope to get.

 

Expand your network.

Block time each week to send invites to your network of people for longer conversations.

  • Write an email.
  • Send a text.
  • Make a phone call.
  • Message through LinkedIn.

Make a goal of conducting a networking conversation each week.

  • To prepare for these conversations, prepare a list of questions to ask the other person about themselves; you do not need to talk about yourself.
  • They will remember the feeling of your conversation, not what you said.
  • Run out of people? Make a grid.  Across the top, list all the categories of people you have: kid’s sports teams/activities, volunteer work, neighbors, relatives, friends, retired coworkers, college buddies, etc.  List 10 people under each category.  Repeat when you run out of people.

 

Maintain your emotional well-being

And, if you are leaving BEFORE you have your next role, consider doing these actions too:

Be productive with your time out of work: take a part-time job, travel, execute a DIY project, or take a class. These types of actions will help you:

    • Keep a schedule so that returning to work will be a smooth transition.
    • Practice desired work skills, such as project management.
    • Demonstrate dedication to a schedule or self-improvement.
    • Say fun and interesting things in an interview.
    • Provide additional references for your potential new employer.

 

Plan your finances so that you have some money to live on during your transformation.

  • If you leave without a new role lined up, plan on 5 months to get a new job, but have 6 – 12 months of expenses saved.
  • If you are attempting to try out new roles, have some funds to pay into health insurance if not covered by your temporary agency.
  • Even if you are moving from one role directly to another, you may have some transitional expenses such as health insurance payments to bridge between the roles.

Good luck!

For additional information, check out the references used for this article.

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