David J Paul Project Management Professional, Management Professor, Author and Small Business Manager
Sometimes we need to re-focus our attention. Like this. “Engagement comes as a by-product of a caring work environment. You need to work on the caring part of the environment to reap the benefits of a more engaged work force.”
If that is a believable proposition, what comes next? Likely, you’re a smart person, so you ask yourself, “How do I do that??” How do I work on the caring part of the environment? I really want to reap the benefits of a more engaged work force. Chapter 8 of my book gives ‘best practices’ for beginning the transition to a caring environment at work, home, or church. Biggest starting place is to be interested in others and listen to their stories. Talk to them about what is interesting to them, they are much more likely to be engaged. You know what the most powerful question is at work? It’s this: What can we do at work that will help make YOUR LIFE better. Think about that for a minute and try it. The following paragraphs give you some additional starting points because we asked questions and listened to the answers. We were interested in how people felt satisfied (Job Satisfaction) and what they felt they needed (Performance) at their work.
What would improve your Job Satisfaction?
1. More opportunities to do what I do best (27%)
2. Career development opportunities and training (23%)
3. Improved cooperation among my coworkers (10%)
4. Greater clarity about what the organization needs me to do and why (10%)
5. Greater clarity about my own work preferences and career goals (9%)
6. More say in how my work gets done (7%)
7. More challenging work (8%)
8. A better relationship with my manager (6%)
What would improve your Performance?
1. More resources (27%)
2. Greater clarity about what the organization needs me to do and why (20%)
3. Regular specific feedback about how I am doing (15%)
4. Career development opportunities and training (14%)
5. A coach or mentor other than my manager (15%)
6. Better communication with my manager (6%)
7. A better relationship with my co-workers (3%)
The import of these figures becomes clearer when analyzed in light of the source of caring in the environment. We know that the manager is important in providing a source of caring but the majority of reported caring transactions come from an individual’s core team, peers, others and family. These are the groups that help create engaged employees. Support and encouragement go a long ways to improve engagement.
Gallup (Harter & Rath, 2007) goes on to report, using their terminology for categories of employees, that in response to the question, “My manager recognizes and rewards my achievements”
1. Engaged employees: 82% agree or strongly agree
2. Almost engaged employees: 67% agree or strongly agree
3. Honeymooners and Hamsters: 49% agree or strongly agree
4. Crash and burners: 51% agree or strongly agree
5. Disengaged: 25% agree or strongly agree.
Think about the phrases, “I’m proud of you”, “You’re really remarkably talented,” “Thank you for that special report,” “Here’s a little reward for your outstanding achievements”. I am going to bet that as you use them at work or in your daily life, your level of engagement, satisfaction, and performance will improve. You will be happier with yourself and others. That’s a great place to start
The Cameron Group, Inc. 