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(Showing all posts labeled Commitment)



Ways to Retain High Potential Employees

 

If up to one quarter of your top talent is tempted to quit, what can you do to prevent them from leaving?


High-potentials are the people companies hate to lose. HR professionals are more anxious about losing these employees than any others and with up to one quarter of their top talent thinking of leaving, finding a solution is a struggle. In some cases, there are no solutions because if an employee is hard wired not to care about who they work for, they will leave if a better opportunity comes along and there is nothing you can do to change their minds. Fortunately, this represents about 5-6% in most companies. The good news is that not all high potentials are hard wired to leave…. It’s the problems they face that are frustrating them and cause them to begin to look elsewhere.


Who are these people?


In an article titled ‘Are You a High Potential’ the Harvard Business Review cited research by Jay Conger, Douglas Ready and Linda Hill who defined these employees in this way:
“High potentials consistently and significantly outperform their peer groups in a variety of settings and circumstances. While achieving these superior levels of performance, they exhibit behaviors that reflect their companies’ culture and values in an exemplary manner. Moreover, they show a strong capacity to grow and succeed throughout their careers within an organization—more quickly and effectively than their peer groups do.” Read full post

Your Employees Will Appreciate You for Caring

Rosalyn Carter said ‘A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go, but ought to be’.


An organization that wants to promote and cultivate a spirit of employee engagement, like a great leader, should be looking beyond what employees say they want, and giving them what they need. Sometimes we are our own worst enemies when it comes to knowing what is best for us and that applies to the places where we work.
At work, most of us find ourselves sitting at a desk. We may sit there for hours and there is scientific proof that it is killing us. So while many of us know we need to get up once in a while, most of us get lazy and days turn into weeks and before we know it, we are not getting out of our chairs the way we should.


And the consequences of sitting too much are really quite scary.

Consider these statistics:
• 24% higher risk of dying from any cause;
• Risk of having cardiovascular disease increased by 14%, while risk of having cancer increased by 13%;
• Risk of diabetes almost doubled.

 

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The Happiness Trap

Should you expect your employees to love their jobs?

In a recent article called “The Tyranny of the Forced Smile,” Paul Jaskunas doesn’t think so and he challenges the expectation that:

“Employers want to see passion. If you don’t love your job, you’re expected to act as if you do, and every so often, in performance reviews and presentations, you are called upon to articulate unalloyed enthusiasm.” Jaskunas feels that expecting everyone to have “lovable jobs” is an unrealistically high standard to set of most positions.

But is it?

There is substantial academic and practical evidence, including findings from our own employee survey work, that one of the strongest contributors to satisfaction in the work you do comes from the opportunity for self-expression and personal growth. Finding meaning at work comes from being engaged in the work that you do.

The level of meaning an individual sees in their work is driven, to some degree, by their own personalities rather than by the work itself. Some view their job as merely a chore they have to endure while others view work as the core of their lives.

However, personality is not the only factor that determines whether someone gets fulfillment from the work they do. It is possible to take action to bring your job into stronger alignment with your values, strengths and passions. Employees can cultivate a stronger sense of self-awareness for creating that can foster a greater feeling of purpose in what they do, rather than self-sabotaging their own job satisfaction.

 

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Commitment In The Workplace Is A Two-Way Street

One of Insightlink’s 4Cs of Employee Satisfaction and Engagement

When we first established Insightlink and were in the process of designing our “standardized” employee survey, we did a lot of research on the factors that appeared to motivate employees to feel positive and energized about their jobs. As part of that research, we could see that the idea of “commitment” was very important to understanding employees and what kind of effort they were going to be making to their employers.

Based on this extensive review, we developed our 4Cs “model” as a hierarchy of employee motivations, with Compensation at the base of the hievacationrarchy, followed by Communications as more of a functional component of the work environment, Culture as an important “umbrella” characteristic, with Commitment fixed firmly at the top of the hierarchy. Why? Because commitment is really the epitome of factors that motivate employees to give their best every day. It’s clear that committed employees work more productively than uncommitted employees and organizations with large proportions of committed employees perform better than those with fewer committed employees. For these reasons, we included a question in our standard survey to assess how committed employees felt both to their jobs and to their careers.

However, as we started to collect and analyze employee survey findings, we found that knowing how committed employees are to their careers did not really help us understand how they felt about their work environment. At the same time, we realized that we were only looking at one side of the equation – we were seeing how committed employers were to their employers but we were missing whether those same employees believed that their employers were equally committed to them. This discovery led to an important refinement to our standard survey, as we began ask both “commitment to” and “commitment from” their employers.

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Committed Employees: An Asset to Nurture and Protect

It seems that many organizations don’t recognize that employees are not “hard-wired” to be either committed or not committed to their jobs. Rather, organizations have to earn the loyalty and commitment of their workforce every day and demonstrate to employees that they should continue to invest their dedication, creativity and enthusiasm in that enterprise.

Here are few tips on how earn that trust and commitment:

  1. Foster management talent – seek out employees who demonstrate natural leadership qualities and take action to develop those inherent abiliwell done youties.
     
  2. Expect ongoing contributions and acknowledge them – clearly show your employees why and how their efforts help your organization meet its overall goals.
     
  3. Build trust, teamwork and camaraderie – be transparent about your expectations of your employees and rigorously fair in how you assess their performance without “playing favorites.”
     
  4. Help manage change effectively – your employees may be naturally wary of the unknown so recognize that how they perceive changes within your organization (whether positively or negatively) has a lot to do with how those changes are communicate. This includes explaining the reasons behind what changes are being made and articulating the benefits expected from those changes.

How committed are your employees to your organization? Find out by conducting our 4Cs study. Call 866-802-8095 ext. 705 for more information about our services.

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Where Does Employee Commitment Come From?

The Importance of Learning to the new “Employment Contract”

When we doing our research before designing the Insightlink employee model back in 2001, we could see that the level of commitment employees feel toward their jobs and the places they work had to play an important part. So important, in fact, that we ended up identifying “Commitment” as one of the 4Cs!

At the same time, though, it is clear that we are undergoing a fundamental shift in the meaning of employee commitment. Not that long ago, many employees joined an organization expecting to make their career there. They expected the organization to give them opportunities to develop their skills, to increase their responsibilities and to advance through the ranks. In return, they rewarded the organization with loyalty and did what needed to be done to ensure corporate success.

These days, the idea of lifetime job security and retiring with a gold watch are long gone. Individual employees need to play a more active role in their development and career planning, instead of leaving this planning up to their employer. In return, employers are looking to increase the increase the employability of its workforce by investing in continuous skill development and encouraging them to use those skills.

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Improving Employee Morale

Weak Morale Hampers Productivity

“The beatings will continue until morale improves.” I’m sure you’ve seen this sign in many workplaces – maybe even your own! Employee morale is one of those topics that most HR practitioners recognized as important but there’s not a lot of guidance on how to improve it.

Here at Insightlink, we know it’s a problem from our annual employee benchmark study of U.S. employees. Our 2014 results show that:

  • Just one-half of all employees agree that their own level of morale is excellent or very good, and
  • Only four in ten feel the same about the level of morale in their organization as a whole.

These findings are important because low levels of morale affect organizations in many different ways, including negatively impacting product and service quality, recruitment success, employee retention and customer relations.

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About

Insightlink Communications are experts in employee survey design, data collection and analysis. Since 2001 we've helped companies of all sizes measure and improve their employee satisfaction and engagement.



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