While you may be reading news articles reporting how many jobs were created in your region of the world, it is often interesting to see if this is a localized event or something bigger. According to a 2013 Manpower Employment Outlook Survey, global trends point to positive growth but survey after survey of employee engagement still report dismal numbers.
So, what’s a manager to do with the new and existing employees?
We have discussed employee engagement before on the Twitter chat, #KaizenBiz but we usually look at it from the employee’s perspective. But there are certain challenges for managers. There is plenty of advice to be more authentic and to act as more of a facilitator of people’s talents and personalities. There are many workplace trends that affect the nature of management. And yet, the basics tasks of management haven’t changed. Managers are still expected to plan, organize, coordinate, encourage, provide and monitor their staff. The methods may change over time but not the essential job.
But aren’t the methods really at the nub of finding and keeping good employees?
This is where the 21st workplace is something of a crucible for managers. Leaders may navigate the company as a whole through the turbulence left in the wake of the Great Recession, rapid technological changes and other factors but managers are the ones who are making sure the actual work gets done. There is always a search for more effective or efficient ways to identify the “right” employee or process that support meeting the business goals. It might be stack ranking or some other talent management system. It may even be the never-ending search for the best project management or productivity tools. But all of these tools cannot replace the most basic of managerial skills –the ability to relate and communicate. These skills are what are cited time and again in employee engagement surveys.
Two possible avenues to support managers engaging with their employees better
Keeping top-notch employees is certainly a goal for any manager. One avenue is to conduct “stay interviews.” Rather than waiting for the exit interview to find out what one of your star employees did not like, stay interviews are one-on-one conversations reviewing the employee’s career goals, rating current performance and possible action steps to maintain (or increase) the employee’s engagement.
Another avenue is to adding performance coaching skills. In a previous career, I supervised mental health clinicians and found that facilitating their learning and insight both helped them provide better therapy but it also helped me know where their blind spots were and what kinds of clients they were best suited for. According to Josh Patrick, this process is far superior to performance reviews since performance coaching conversations could be on-going brief meetings and formalizes what managers are already doing when they check in with employees regarding assigned projects.
What do you think? What tools or behaviors can a manager use to keep good employees engaged? Join us Friday, February 14, 2014 at 5pm GMT/12pm ET/9am PT to discuss how managers can keep good employees on the Twitter chat, #KaizenBiz
What types of skills are most necessary for managing employees well?
To what degree do we act as if planning, organizing, coordinating and monitoring is not connected to the quality of the relationship between managers and direct reports?
What current management trends are getting in the way of facilitating employees’ performance?
Along with stay interviews and performance coaching, what other things can managers do to keep good employees?
About the author: Elli St.George Godfrey, founder of Ability Success Growth, executive coach, trainer and international expansion consultant, is the host of KaizenBiz. I’m passionate about business becoming a more human-centered place so I host this chat to connect business ideas and develop people.This passion shows up in my work with my clients. Whether you are expanding locally or internationally, Ability Success Growth guides established small to mid-sized business owners and executives to unlock the CEO within during times of transition and growth.