The approach to career planning and development has been shifting in recent years. For a long time, the responsibility for ensuring that an employee had the skills needed to achieve company goals lay with the employer, now it is more of a partnership between employer and employee to make sure that both the goals and interests of the company and the employee are met.
Personality Dimensions® is about understanding yourself and others so you can be more effective in your relationships, your work ... your life. Everyone is different ... we come in all varieties and understanding our own values, strengths, joys and stressors and those of everyone we interact with provides a great foundation for communication.
Conducting an Employee engagement survey helps to determine how respected and valued employees feel in the workplace. These surveys are totally anonymous and help a company to identify particular aspects of employer/ employee relations that could be improved so as to increase employee engagement and productivity.
Diversity and Inclusion Training provides both the knowledge and skills that are needed to create and sustain change towards a more respectful, inclusive and engaged workforce.
Only 30% of the workforce is engaged, 50% are indifferent towards their job, and 20% are actively disengaged. What does this mean in practical terms. It means that only 30% of the workforce are internally motivated and are at their job for more than just a paycheck. They are emotionally engaged in their work and want to contribute more than just what is expected of them in return for a paycheck. This is known as discretionary effort. In return, engaged workers are looking to see how they can use their strengths along with the opportunity to learn and grow.
Managers account for at least 70% of the variance in employee engagement scores. Managers need to work with HR to not only hire the best talent but to help ensure they stay engaged as well.
- State of the American Manager report (Gallup)
Engaged employees are...
Almost 70% of the workforce are not engaged.The Q12 represents 12 key questions in determining the level of employee engagement.
THINGS TO KEEP IN MIND WHEN MANAGING MILLENNIALS
It is estimated that by 2020 50% of the workforce will be millennials, and by 2025 they will be 75% of the workforce. Millennials change jobs at a significantly faster rate than the generations before them. This means that if organizations are going to retain their most talented workers they will need to create workplace cultures that are conducive to the millennial mentality.
So what does this culture look like? Because culture reflects the values of the majority of its workers, millennial values include the need for a friendly, collaborative and fun environment. Millennials also value the opportunity to be creative and do not appreciate working for a company that is oriented to the old style of command and control management.
One of the reasons that millennials move on is because they value continuous learning and development of their skill sets more than the old way of climbing the corporate ladder. This means that companies need to pay more attention to providing opportunities for employee career development.
Millennials put emphasis on working for organizations that have a purpose and a cause bigger than themselves. This is where companies can encourage employee engagement by helping millennials to make an emotional connection with their organization. Building retention after all is making sure that the employee’s needs are met and not just the needs of the organization. The kind of workplace described here is that of encouraging diversity and inclusion.
Today’s workers are looking for a degree of autonomy and having a micro-managing typr of manager generally does not work anymore for millennials. Instead millennials are looking for encouragement and a sense of purpose from their managers and not negative criticism. What is needed then is a culture of trust and understanding. This means that managers need an attitude that will help to encourage and build confidence with their employees. The old command and control type of techniques such as guilt trips, pressuring and blaming just won't work anymore. Creating a pychologicsll yhealthy workplace means that employees will feel safe approaching their manager and expressing their ideas and opinions, while at the same time respecting certain employer employee boundaries.
The employee's personal and work life have merged meaning that there are often times when an employee has to deal with a personal matter during work hours. This requires a manager to show some understanding whether it involve the death of a family member or a sick child who needs a parent's presence.
Managers can help employees to challenge their comfort zone without the fear of making mistakes and then getting chastized for it.
At the end of the day it is about both the employer and the employee putting the focus on results and working together to find methods for accomplishing those results that work for the employee.
Companies will need to stay current in how they meet their employees' needs, because it is those companies who will be the most profitable in the long run.