How to: be an engaging manager
CIPD employee outlook survey, published last week, highlights some interesting insights into why employee engagement fails. Here we can show you how to utilise the survey findings and importantly, how to be an engaging manager.
It identified that, on average, only 38% of employees are currently engaged at work with the highest engagement rates in the voluntary sector at 41%. This is a low number which is more than likely linked to the Wellbeing index ranking the UK in the bottom 10.
Interestingly, the main reasons for disengagement were linked to management styles or a negative management culture. The 3 biggest catalysts of employee disengagement were:
1) Perceptions and relationships with management – only 11% feel they are treated with respect by their management
2) Employee’s opportunities to have a ‘voice’ at work – 30% say they are unhappy with their ability to send feedback upwards.
3) Good work life balance. – 56% say they achieve this but the rate has dropped every year.
Own up: Managers need to own up to their shortcomings before anything positive can happen. The brain is hardwired to remember negative experiences over positive ones so the behaviours that are having negative effects on employees need to be eliminated before positive behaviours can be fully implemented. In light of this, the most common complaints about management are:
- “You allow slacking off, bad behaviour and poor performance to slide”.
- “You want me to be more motivated but you are not inspiring”
- “You don’t let me know how I’m doing or what I’m doing well”.
- “You want us to care about you but you don’t care about us”.
Listen: If a manager can open up to employee’s opinions, it gives the team greater ownership over their own work. Simply having a weekly ‘Catch up’ meeting allows people to voice group concerns and if dealt with in the right manner, a culture can be established where employees feel valued and respected. Allowing employees to have a say and giving them more freedom and trust has a great impact on engagement and productivity.
Ask: One way of giving employees a voice at work whilst increasing the positive balance between work and life is to ask what kinds of social or health benefits they would like the workplace to introduce. Be it a department football team or a concessionary rate on local gym memberships, perks always captivate employees. Although only 56% of employees feel they have a good work life balance, 73% of those are actively engaged at work, which suggests a clear link between the two. Managers could even go as far as to ask ‘what could I do better?’ Once employees see that the company care about their opinions a nurturing attitude will begin to be adopted and recognised.
Respond: No matter how trivial the matter raised, managers should always find the time to respond to employee concerns. Even just acknowledging them will be a step in the right direction. 64% of disengaged staff and 25% of ‘neutrally engaged’ staff are actively seeking re-employment. Managers should make sure they don’t just ignore staff concerns or they will vote with their feet.
If you’d like some help on how to get started with an employee engagement programme, Honeydew can help – just get in touch to discuss your situation and what you’d like to achieve.