We are in the midst of The Great Reshuffle with many people changing jobs within the frontline industries.
As more digital tools enter the workplace, organizations should pay particular attention to the actual, not promised, productivity within their workforce. According to PwC’s Global Workforce Hopes and Fears Survey 2022, one of the biggest challenges they identified is the need to improve what is often called the “employee experience.”
In life, we overwhelmingly add. We like to do ‘more’ rather than ‘less’.
It doesn’t have to be that way.
The other option is to subtract (often overlooked).
There are rewards in less.
Getting to less doesn't mean we're doing less; rather, it's quite the opposite. We do much more thinking when we consider outcomes that involve subtraction because it forces us to think more than we did before when we defaulted to addition-solutions only.
One way to subtract is to stop doing certain things.
Studies have shown that the majority of all staff turnover happens within the first year. Highly engaged employees, however, resign less frequently than disengaged employees.
In your mind, when is an employee’s engagement level at the highest?
On the day an employee signs the offer letter their employee engagement is presumably at a peak.
Why would any organization want to let it drop by missing the opportunity to keep that momentum up?
In leadership improvement is not about doing more things right, but about doing fewer things wrong.
Don't just look for things to add.
Look for things to eliminate.
Here are 10 things you might want to stop doing to progress employee engagement among your team members:
Companies are quite adept at managing how they communicate their messages outside the company and towards their target customers. They have entire departments and teams of experts that strategize an external communications strategy and implement this through a well-thought-out communications plan.
But what about internal communications? This is the act of conceptualizing and implementing a communications strategy targeted towards your own employees. This often does not receive the same attention and focus that external communications receives.
But why is this the case?
Isn't the overall goal of Internal Communication to turn strategy into action?
Whenever I ask organizations how they communicate with and get their message across to their entire workforce - including their non-desk workforce that performs their work on-the-go - I often hear, “Oh, internal communication with our mobile workforce? We have it covered. Everyone is on WhatsApp.”
This makes me very concerned and uneasy.
Have you ever asked yourself the question, "What could be so wrong with using a consumer tool for internal corporate communications?"
Don’t we all feel like part of a big Future-of-Work-Experiment?
We don’t know yet which working model will work best for what type of company and employees.
Companies don’t know what comes next.
Leaders are a long way from knowing how it will work.
I don’t know about you, but I am starting to get a bit tired of those endless discussions about “The Future of Work”.
Much of that debate centers around technology and WHERE we perform our work.
But the future of work is actually about people.
When we talk about it, we talk about humans — how we work, with whom we work, and yes - also where we work.
The Future Of Work is human and must be humane.
It is more about people than location!
Now is the time to take a fresh look at the employer/employee relationship and the fitting tool to strengthen that relationship.