Accelerate May 2015 - Page 31

Engagement This workforce is divided into thirds -- the top 30 percent is engaged and productive, the middle 35 percent are disengaged and looking for work elsewhere, which leaves the bottom third populated by disengaged employees with no intention of leaving whatsoever. This is a disturbing depiction of the workforce. One of the key elements that drives engagement is a caring manager. A manager’s ability to build strong relationships with employees creates an environment in which employees are motivated to perform at their highest level. Employees want their managers to care about their personal lives, to take an interest in them as people, to care about how they feel and genuinely support their well-being. A recent McKinsey Quarterly report highlights the recurring theme the manager plays in employee engagement. Their data reveals three noncash motivators: praise from immediate managers, leadership attention, and a chance to lead projects or task forces—as even more effective motivators than the three highest-rated financial incentives: cash bonuses, increased base pay, and stock or stock options. Their research shows how nonfinancial motivators play critical roles in making employees feel that their companies value them, take their well-being seriously, and strive to create opportunities for career growth. Employees need to understand and identify their unique role and career path in the Company. Within the scope of their position, they need to know their significance to the organisation. Strong managerial relationships connect This workforce is divided into thirds -- the top 30 percent is engaged and productive, the middle 35 percent are disengaged and looking for work elsewhere, which leaves the bottom third populated by disengaged em