Too often, employers discover how disengaged an employee is (or was) during the exit interview, instead of uncovering it while there’s still chance to do something about it. To counter this, conduct “stay interviews” where, with the right questions, you can have open conversations about your employees’ satisfaction and commitment to the organization Spotting employee disengagement can be tricky because disengaged employees don’t necessarily correlate with bad employees (they could even be some of your most talented). Some of the telltale signs to watch out for include work habits in which employees do only what’s absolutely necessary to get the job done. They’re also unlikely to offer suggestions to improve the workforce, rarely work late and don’t give their jobs much afterthought once they finish for the day. If disengagement doesn’t sound that damaging, you might want to think again. If left unchecked, it can cause employee morale to sink and performance to plummet. It’s important to note, though, that engagement isn’t a one-time event – it’s an ongoing conversation. That’s why the keys to unlocking engagement shouldn’t be in the hands of HR but in the hands of front-line leaders. Following is a list of seven ways to re-engage your disengaged employees. 1. Be realistic when you hire Start by avoiding disengagement in the first place and offer a realistic job preview during the hiring process. It’s essential to make sure the job matches expectations from the start. 2. Connect the dots of your company culture Make sure employees know where the company is heading and are clear on its goals and values, so that everyone feels aligned in one direction. Share information about company progress and encourage openness and honesty. Offer credit where due and say “thank you” often. 3. The “stay interview” – talk less, ask more Too often, employers discover how disengaged an employee is (or was) during the exit interview, instead of uncovering it while there’s still chance to do something about it. To counter this, conduct “stay interviews” where, with the right questions, you can have open conversations about your employees’ satisfaction and commitment to the organization. Pay attention not just to what’s being said but to what’s left unsaid. Engaged employees are quick to offer feedback, whereas disengaged employees may just go through the motions, using few words. Also take note of body language – if they seem excited or animated, it’s a sign of passion and engagement. If they seem deflated or closed off, despite their words, these could be signs of disengagement. 4. The power of positive psychology There’s a wealth of research on how to shape engagement efforts. For instance, recognized management psychologist Frederick Herzberg argued that workers respond positively to more responsibility and authority in their daily tasks. Psychologists have also identified a universal human need for autonomy. 5. Find your “engagement signature” Keep in mind that although research is useful, it can take your organization only so far. What matters is your organization and your people. Unfortunately, many employers focus on what’s wrong and not on what’s right. They look at why people aren’t as engaged as they could be rather than trying to figure out why some employees are so engaged. Look at what’s working for them and try to replicate it. 6. Encourage grassroots engagement Engagement can be contagious, and though you can’t force it, you can certainly inspire it. Upon figuring out what really matters to your employees, you can facilitate the spread of engagement. For example, empower your engaged employees to share stories, exchange ideas and disseminate best practices. 7. Recognize engagement as a moving target, and check back often Research shows that engagement fluctuates daily and with changing circumstances – don’t make the mistake of thinking you can address engagement just once. What engages employees during busy times can be different from what keeps them engaged during change or slow times. To keep people engaged, remain curious and connected with your employees. • Cori Maedel is an established HR and coaching professional, published writer and speaker, with over 25 years of experience in the HR industry. She currently runs the Jouta Performance Group (jouta.com). |
