Whether you’re an employer or employee you should know what makes a star employee burn brighter or burn out. On the surface employees want the stereotypical benefits; health insurance, paid vacation, a competitive wage and of course other fringe benefits like a company car or cell phone, possibly even discount tickets to sporting events or free travel.
“Even without research, common sense dictates that if you’re keen, committed and involved — and these attitudes are supported, respected, encouraged and rewarded — you’re likely to do a better job.”
What it all boils down to is engagement and motivation. As an employer you must keep your employees engaged. As an employee you must keep yourself engaged. How does this happen? If you don’t know the answer re-read the quote above. As Robin Stuart-Kotze points out, you’re likely to do a better job if your actions are supported, respected, encouraged and rewarded. Again, if you look at the big picture all of these items are derived out of motivation. If an employer motivates, the employee becomes engaged, committed and involved. A domino effect really.
Attention employers, don’t be fooled by an employee’s length of time and loyalty with your organization. An employer’s complacency can cost them big time. Research suggests there is a direct negative correlation between an employees engagement and their length of time with the organization; they become less engaged as their time with the organization increases. It has been noted that disengaged employees can cost a firm $13,000 per year in lost productivity. Even if we give each employee the benefit of the doubt and err on the side of conservatism the cost for disengaged employees is still substantial.
What’s the fix you ask? It’s rather simple, be kind and care. Look what Herb Kelleher has done with Southwest Airlines. The average Southwest Airlines employee is engaged and it shows in their performance relative to other airlines. UPS has management attend a one-month long sensitivity camp to help maintain a high level of engagement amongst their employees.
We know what employees want; we just have to give it to them. Tell your employees they’ve done a good job, acknowledge their achievements (even if you think the accomplishment is immaterial or irrelevant), respect their opinion and give them the opportunity to speak (you never know they might enlighten you at times) and most of all reward them when they’ve done a good job. Rewards don’t always have to come in the form of monetary gain; movie tickets, one-time bonus (large or small), dinner, lunch – show them you care and you noticed.
“People don’t behave like this for no reason — it’s a reaction to the way their jobs are structured and, more importantly, the way they are being managed.”
When employees feel undervalued or insignificant the tendency is to retreat and do less. When this happens it has a detrimental effect on businesses. It lowers morale as a whole, the “disease” is contagious and will affect other employees and eventually will spiral to a complete loss of company-wide morale.
Here is a list compliments of Robin Stuart-Kotze that outlines a few ways to determine if you or your employees are suffering from the “disease”:
- Try to avoid being held solely responsible for things.
- Avoid firm time commitments for getting things done.
- Keep a low profile on issues.
- Distance themselves from others’ failures.
- Avoid sharing information with others.
- Cut themselves off from people at times.
In closing, be more aware of your employee’s attitude or, if you are the employee be more aware of your own attitude. If you sense disengagement don’t be afraid to confront your manager or the employee. Be genuine and care. Ask questions like “what can I do to help you become motivated and more involved” or “I feel undervalued, am I disappointing you?”
More times than not, communication will solve the discrepancy.
