Employee Engagement in Recessionary Times!
Employee Engagement in Recessionary Times!
Employee Engagement in Recessionary Times - To learn more about this author, visit Melissa Gallagher's Website.
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In our experience companies that have succeeded in attracting, engaging and retaining talent have done so because of a company wide commitment to people development. Many of the organisation's top management have invested considerable amounts of time in mentoring, talented employees both formally and informally. In the current climate talented employees still have the power. Their self-belief often ensures their ability to move with confidence between employers. They also are the first targets for head-hunters. Most importantly, with more expected from fewer employees all employees need nurturing. As our research has shown, receiving positive feedback, having senior people showing an interest in their ideas and personal development is a very important factor in why talented people stay with an organisation.
- Our belief is that every individual is unique, but added to this uniqueness there are some people who are living with something else that presents them and the people, or organisations with whom they interact, the opportunity to really make a difference.
- Above all it is an attitude of mind, which engages with the heart and soul that encourages an employee to go the extra mile for an organisation. Many SME's successes are built on discretionary activity, because the individual feels their values are aligned with the organisation and together they are pursuing a common goal.
- As we have highlighted, talented people are different. They have different drivers and motivators. They are also very individual and as such there is no one universal approach that suits all talented people. The most relevant action that an organisation can take is to focus on all individuals. This process should start at the recruitment stage and continue throughout the organisational lifetime of an individual, and in many cases beyond that.
- Helping talented people to identify which ideas are worth pursuing, finding other ways of progressing ideas that they have lost interest in, and helping them integrate with others are some of the ways that you can help them fulfil their potential both as individuals and also as a major contributor to the success of the business. What is equally important is recognising the importance of not just talented people, but all employees and what they chose to contribute.
- Real talent is in such short supply that if you identify someone who is particularly talented you may want to encourage them to return, even if they leave your organisation to gain new experience or expertise elsewhere.
- Recognise that one size does not fit all in terms of personal development; be genuinely interested in all individuals, but be aware that talented people may have different needs, ask them about their hopes and aspirations. Encourage them to identify what they feel they need in terms of development.
- Motivate people by tapping into their values and passions. Enthuse people with your own energy. Spend time with them. Show genuine interest in them and their lives outside work.
- Delegate real authority to people, giving them both the power to make decisions, the support and information, which they need to do this. Give people recognition, show you value them, encourage them to take responsibility. Monitor and give them constructive feedback on their performance. In recessionary times, their ideas for improvement can make significant difference to the bottom line.
Employee Engagement in Recessionary Times - To learn more about this author, visit Melissa Gallagher's Website.
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