Tag Archive for: employee engagement

Fair, unfair, culture

How To Make Your Work Culture Fair

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Life is unfair. Life is fair. What do you think? And more importantly, since we spend all our time at work do you think your organisation treats you fairly.

 

Fairness is more than a buzzword, it is the bedrock of trust in any organisation.

 

People need trust in order to work effectively together and yet, trust is often eroded when employees don’t feel listened to or are treated (in their perception) unfairly.

 

Many employees end their week feeling disheartened, telling friends and family, “It’s just not fair because X at work got to do Y”. So whether the example if about recognition, workload or event future opportunities, fairness or the lack of it shapes how people feel about their work.

 

What Does Being Fair Really Mean?

In an organisation there are numerous policies, processes and procedures put in place, to ensure people are treated fairly.

 

Fairness is about impartial and just treatment. Being fair is often not about treating everyone the same. Being fair is about treating everyone with the same level of respect, dignity and opportunity as their colleagues.

 

Fairness is also about a perception, which means whether people percieve something as fair might not be as simple as leaders would like.

 

The Reality Of Being Fair

Laura, a call manager at a local call centre, had been in an organisation for five years. She consistently exceeded her targets and mentored new staff when they started due to her expert knowledge and quality of service.

 

When a team leader role opened up, she applied, excited about the opportunity. However, the role went to someone newer, with much less experience. Jade wasn’t upset about not getting the job, but she felt is was unfair because she couldn’t understand why.

 

On paper she had all the requirements and wanted to ensure she would be successful next time, by working on whatever had let her down this time.

 

Over time, this perceived unfairness and lack of conversation led her to leave the organisation for new role. It was the lack of transparency that made her feel invisible, unvalued, and that there was an unfairness about the decision.

 

This story isn’t unique. It’s a reminder that fairness isn’t just about outcomes, it is about process.

 

It is also about the parameters, brief and expectations which are set ahead of work being completed.

 

Nicola was asked to present in a competition where she had the chance to win a £1000. As part of the brief she has been asked to present for 10 minutes, on the subject of leadership and to ensure people took something away at the end. By the end of the competition Nicola thought she had done well, but wasn’t sure she had won.

 

However, when the winner was announced – someone who went well over the allocated 10 minutes she felt the whole thing was very unfair. Especially as, if she was honest, another entrant, who in her mind should have won, stuck to the time limit and didn’t win either.

 

Nicola told her friends about this and within a couple of years the competition folded as people got to know it as being ‘unfair’.

 

Why Does Fairness Matter To People?

People who work in an organisation, which is perceived to treat people fairly have:

 

🧠 Higher morale, because being treated fairly makes people feel valued

🧠 Less inclination to leave, because they are happier

🧠 Higher levels of performance, because fair environments foster collaboration and innovation

 

What Can Leaders Do To Promote Fairness?

Ultimately is an organisations systems and processes are unfair it is the leaders role to change these to create a fair, inclusive and diverse workplace. All leaders, no matter what level need to promote fairness through:

 

🧠 Be transparent, share how decisions are made and the rationale behind decisions

 

🧠 Ensure rules and policies makes sense, and are applied consistently across team and departments, whilst ensuring flexibility to adapt to suit the values driving the culture

 

🧠 Be empathetic and compassionate to people, understanding individual needs and circumstances to ensure adaptations are made (in a consistent manner which supports everyone)

 

Fairness is about how things are done in your workplace culture. It is about treating people fairly, especially when no one is watching.

 

It is about everyday actions, not just policies and rules which in themselve can become unfair depending on the circumstance.

 

So what?

Fairness is about perception, experience and understanding the rational for decisions which are made. Especially when resources are scarce.

More about Culture

There’s more about Culture in this Think Organisation Post: How to Create and Embed a Culture of Fairness

Alternatively, copy and paste this link into your browser: https://cortex.clyq.co.uk/how-to-create-embed-a-culture-of-fairness/
Employee Engagement

How To Improve Employee Engagement on a Limited Budget

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Employee engagement has fallen into and out of favour over the years. At times it is seen as an illusive concept which is difficult to quantify, measure or obtain. And at others, it is quoted around the board table alongside the figures from the P&L as a sign of how successful an organisation may, or maynot, be. But does it really matter? And if it does matter then how can we improve employee engagement without spending a fortune?

Employee Engagement describes the level of enthusiasm and dedication an employee feels toward their job and organisation.

In reality, employee engagement is not about huge budgets and flashy perks, it is about connection, recognition, purpose and trust. So how can you improve employee engagement without blowing the budget?

1. Get Engagement Basics Right First

Many organisations overlook the fundamentals which include how people are treated on a daily basis. At a recent event, our Founder, Sarah Clarke presented with Ian MacArthur on the importance of the having the fundamentals in place. The Greater Manchester Charter is a vital tool to which helps businesses understand what they need to do to get the basics right, and whilst some do cost money (e.g. paying living wage), this is proven to deliver ROI for businesses in the long-run (GEC Evaluation, 2022). In the meantime, for businesses who want to get the basics right focus on reducing confusion or frustration by creating clarity and care across teams. This includes reviewing and clarifying all roles, responsibilities and handovers and setting clear service expectations between teams and individuals. Help coach people to focus on how their work contributes to the team and business goals as by empowering people to work together this creates engagement.

Actions could include: open roles & responsibilities, team huddles, shared ‘ways of working’, visual collective goal and progress boards, innovation huddles, etc.

2. Listen (& Mean It!)

Leaders who do not listen to their teams, peers or even own leaders create frustration and disenchantment. Employees who are asked for feedback, but nothing changes as a result can in reality become more disillusioned so it is vital to listen – and we mean really listen, and then act on the feedback. A client recently had undertaken an employee engagement survey for the fourth year and the results has fallen off a cliff, because of the perceived lack of improvements. Whilst the leaders could list all the changes they had made some fundamental suggestions had been overlooked, and whilst they were not possible, no leader had explained why this wouldn’t happen to the employees. Once this conversation was had, and the employees understood why their suggestion was not possible (and in reality it was for legal and discrimination reasons) they were more than happy with other improvements which had been proposed. The following year engagement soared – because people has been listened to, and the feedback loop has happened.

Actions could include: free online surveys to gain feedback, hosted ‘ask me anything’ sessions or feedback circles, holding stay interviews with people who have been in the business for different tenures, practical improvement workshops, etc.

3. Recognise & Appreciate Others More

All people need to feel valued, and whilst some might dread (understandably) being asked to stand up in front of a crowd for applause and awards that does not mean they should not be recognised for their effort, dedication and commitment. Recognition does not need to be public, although it can be for some, and it needs to suit the individual being recognised. Small gestures of thank you from senior leaders, even if off the cuff, can be hugely rewarding for individuals. Peers who recognised and appreciate each other forge closer bonds and deliver higher quality work so design a framework which is not onorous to recognise and appreciate each other, both individually and collectively.

Actions could include: introducing peer-to-peer shout outs, encouraging managers to give timely thank you specific to the task or action, personal thank you cards written with meaning, etc.

4. Promote Belonging & Relationships

People stay for people. In many situations it is the people, not the job, which forces people to leave – or ideally, stay. Ensuring people have productive relationships across teams, with their peers and with their teams is vital to promote employee engagement. Ensuring that people understand each other, and really feel like they belong is a huge driver of engagement. Encouraging people to talk to each other, have lunches together and chat either face to face or remotely is crucial to help promote positive relationships and foster a sense of belonging.

Actions could include: Buddy systems for new starters or across teams, set lunch times promoting people eating together, inclusive spaces for people to have time out together, guided team walks outside the office or sharing of recreational ideas or external volunteering events as a team.

5. Empower People To Develop & Learn

Many organisations cut their training budgets in times of crisis, which despite being proven to be detrimental, is often something non-negotiable around the leadership table. Learning and progression does not need to cost as creating peer-to-peer learning networks, ensuring people work across teams or regions and role modelling a sharing of knowledge can really help empower people to learn – without the large price tag. Many younger workers, and older workers, like learning new things so cross-mentoring can be really helpful. Employees who feel like they are progressing, improving and learning new skills are more engagement because of this.

Actions could include: set-up a training and development sharepoint site to share knowledge, create a library of business books in the canteen, create skill swaps where people teach each other, give time for self-directed learning online and ask people to share what they have learnt with each other.

What next?

If you think employee engagement may be low in your team or organisation, especially in time so financial strain then listen to what people are saying. Often people have their own solutions which when implemented will improve engagement. Flexible working is often seen as a huge perk, much more than a salary increase which impacts tax and other benefits so it is not all about money when it comes to engagement. Have a read of our engagement checklist below to gain some more ideas.

 

 

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Reach out for a free 30-minute consultation with one of our team to find out more.

 

More about Motivation

There’s more about motivation in this Think Organisation Post: Motivation: Understanding What Drives People at Work

 

Image of a rainbow cake with the words what type of cake is your orgnisational culture?

A Slice Of Culture: Why Cake Is So Important

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As a Culture Consultant, defining our role can often be challenging.

 

For some clients, we delve into the intricate details of the evidence-based practices that underpin our work, ensuring behavioural changes across organisations. For others, we focus on the broader issues they need our help to address.

 

Similar to cake-making, culture is complex, with countless nuances to consider in creating the ideal environment for your business.

 

Just as an expert cake-maker possesses years of experience, training, and a natural talent for baking and decorating, an effective Culture Consultant requires similar expertise.

 

A Culture Consultant helps organisations align their values, behaviours, and practices to create a cohesive and productive work environment that benefits individuals, organisations, and society as a whole. So what can cakes teach us all about organisational culture?

 

The First Taste: The Initial Impression

Think about your favourite cake. Now, imagine the first time you tried it — did it match your expectations? Just like with cake, our initial impressions of an organisation’s culture can be deceiving. The aroma, the look, the promise of what’s inside — it all shapes our expectations. But sometimes, reality might differ, just like when you anticipate a rich chocolate cake but are surprised by a slice of fruit cake.

 

Similarly, a company’s culture might seem sweet on the surface but can be something entirely different once you’re inside.

 

The Recipe: Building Culture with Purpose

Every cake is made for a purpose — a birthday cake, a wedding cake, or even a cake to relax and eat with friends. Similarly, an organisational culture is crafted with a specific purpose in mind. The ingredients — the values, norms, and behaviours — need to align with the organisation’s goals.

 

A child’s birthday cake wouldn’t include alcohol, just as a culture meant to foster innovation shouldn’t be bogged down by rigid rules. Understanding the purpose behind your culture is key to ensuring it serves its intended function, just like a cake.

 

Presentation vs. Reality: The Surface and the Substance

A beautifully decorated cake might look perfect on the outside, but what if it’s just a plastic model inside? In organisations, culture is often presented in a polished, appealing way to attract new employees. But once inside, if the culture doesn’t match the expectations, it can lead to disappointment. A culture, like a cake, must have substance beneath the surface — a sweet façade with a bitter core will eventually leave a bad taste.

 

The Ingredients: Quality & Consistency

The quality of a cake depends on its ingredients. Fresh, locally sourced components make for a delicious cake, while cheap, low-quality ingredients result in something far less satisfying. Similarly, the elements that make up an organisational culture — trust, communication, and integrity — must all be of high quality. If these are compromised, the culture, much like a poorly made cake, will crumble under pressure.

 

Layers of Complexity: Balancing Different Elements of Culture

A complex, multi-layered cake requires careful balance — too much of one ingredient can overpower the others. The same goes for culture. A thriving organisational culture balances various elements like innovation, collaboration, and inclusivity. Just as a cake with the right balance of flavours becomes a masterpiece, a culture that authentically harmonises its core values will lead to a successful organisation.

 

Expectations vs. Reality: Managing Perceptions

Sometimes, a cake looks amazing, but when you bite into it, it’s dry or lacks flavour. This gap between expectation and reality can lead to disappointment, whether in a cake or an organisational culture. Managing expectations is crucial — overpromising and underdelivering in culture, as in baking, sets people up for dissatisfaction. Ensuring that what you promise aligns with reality helps to build trust and satisfaction.

 

Hidden Surprises: Dealing with the Unexpected

Have you ever cut into a cake expecting one thing and found something else entirely inside? Perhaps a hidden layer of fruit or an unexpected flavour? Organisations can be similar — what’s beneath the surface of culture might surprise you, sometimes in positive ways, other times not so much. Being open to these surprises, and learning to navigate them, is key to adapting to and thriving in any cultural environment. Just like an expert cake taster who can quickly unpick the issues of a poorly-tasting cake, an expert culture consultant can help leaders deal with the unexpected.

 

Serving Size: Scaling the Culture

Just as a cake must be sized appropriately for the occasion — enough to go around but not so much that it’s overwhelming — a culture must be scaled to fit the organisation. A small team might thrive with a close-knit, informal culture, while a large corporation might need more structured processes. Ensuring the culture fits the size and needs of the organisation is critical, just as it is in serving the right amount of cake.

 

Special Ingredients: The Unique Elements

Every cake has that special ingredient that sets it apart, whether its a hint of spice, a unique frosting, or a special filling. In culture, these special ingredients are the unique traditions, rituals, and practices that define an organisation. These elements can’t be easily replicated by others — they are what make the culture distinct and memorable, much like a cake with a secret family recipe.

 

The Final Slice: Reflecting on Culture

At the end of the day, just as you savour the last bite of cake, it’s important to reflect on the culture of your organisation. Is it something you would recommend to others? Does it leave you feeling satisfied, or is there something missing? Understanding the culture and its impact is crucial for making any necessary adjustments — whether it’s adding a new ingredient to the mix or refining the recipe to better meet the needs of everyone involved.

To learn more about how our team of Culture Consultants can help your organisation, please book a free 30-minute consultation with us or email – sam@cortex.clyq.co.uk.

To enjoy delicious cake we recommend Slatterys.

More about Culture

There’s more about Culture in this Think Organisation Post: Five Steps to Fix A Toxic Culture

 

Alternatively, copy and paste this link into your browser: https://cortex.clyq.co.uk/five-steps-to-fix-a-toxic-culture/
Psychometrics

Why Using Psychometrics Is Proven to Add Value to Your Business

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Do you want to know more about psychometrics?

Do you want to get to know the members of your team faster and really understand each other?

Do you have conflict bubbling under some of the discussions in your team?

Are you concerned that as a leader you may not be getting the ‘true picture’ of what people think?

This is why you need to use psychometrics.

 

What are Psychometrics?

Psychometrics are tools which allow productive conversations to happen. They provide a language which empowers teams to have conversations about behaviours. Giving people insight into the ways people work, and importantly how people can work together.

In recent years many businesses have been turning to psychometrics to understand more about their employees. A psychometric is a quantitative tool used to measure psychological variables. Understanding the intelligence, personality traits, and mental health of employees is invaluable. However, there is an increasing number of people using psychometrics for the wrong purpose, or using them to make decisions that they were not intended for. For example, would you use a metric ruler to measure how much a person weighs? Or would you use a set of kitchen scales to measure how old someone is? This is what can happen with psychometrics.

Unfortunately, except for qualified Psychologists, many people only train in one or two psychometrics during their career. Investing significant sums in this training they (understandably) then use the test they have invested in to measure everything. The problem is, that many tests are useful for different situations.

For example, a test used in recruitment might be very different from one used as part of development. Measuring someone’s cognitive ability and trying to develop this is not ideal. Just as making recruitment decisions based on invalid or unreliable tests can lead to discrimination and tribunal claims. So what is the answer?

Here are Think Organisation’s top ten benefits to using psychometrics which will fast track the success of your teams, and therefore your organisation.

 

Top Ten Benefits of Psychometrics

     

    Increased efficiency & effectiveness of teams

      Psychometric tests are proven to improve team dynamics. They provide insights into individual team members’ strengths, weaknesses, and working styles, facilitating better team collaboration and communication.

      Improved talent retention

        Psychometrics ensure a good fit between employees and their roles and can help identify candidates whose personalities, skills and values align with company culture and job requirements. This reduces employee turnover rates, leading to increased stability and vastly reduced recruitment costs.

        Targeted Training & Development

          Psychometric assessments can identify specific areas where employees need development, allowing for tailored training & coaching programmes that address individual and team needs. In addition, understanding employees’ motivations and preferred working conditions can help managers create environments that maximise productivity and job satisfaction for all.

          Conflict Resolution

            Insights gained from psychometric testing can be used to mediate and resolve conflicts by understanding the root causes and dynamics, empowering employees to own their resolutions. Having a common language helps prevent further escalations.

            Talent Succession Planning

              Psychometrics accurately measure competencies, desired behaviours, and thought processes and are invaluable for identifying leadership potential. They can also help improve equality and inclusion and develop effective talent pipelines within organisations.

              Increased employee engagement

                Understanding what drives and motivates employees can lead to strategies that increase engagement, satisfaction, and overall morale. Being able to identify skills, attributes and motivation aids in creating psychologically safe environments where everyone is learning for their future.

                Objective Decision-Making

                  Psychometric data provides an objective basis for various HR decisions, reducing biases and promoting fair treatment when the psychometric is grounded in valid, reliable representative data.

                  Customer Relations

                    Employees who understand their own and their colleagues’ psychometric profiles can improve interactions with customers, leading to better service and customer satisfaction.

                    Performance Improvement

                      Regular psychometric assessments can track progress and highlight areas for continuous improvement, aiding performance management for everyone in a team.

                      Innovation and Creativity

                        Diverse teams, assembled based on complementary psychometric profiles, can foster innovation and creativity through varied perspectives and problem-solving approaches. Humans have a bias for people who are similar to themselves due to evolution so psychometrics can ensure a team is created with all the competencies, thought processes and behaviours required.

                        They can also help to bring people in who have strengths that are needed but absent from the rest of the team, balancing the needs for all types of characteristics to strengthen the team.

                         

                        Which psychometric will help us?

                        There are hundreds of psychometrics in the marketplace. Unfortunately many are not valid, reliable or accurate measures of the construct they claim to measure. A psychometric needs to be reliable and valid.:

                        Reliable: ensuring the results are consistent when repeated

                        Valid: ensuring the results measure accurately what they specify, at levels which are consistent and can be differentiated between individuals, teams and organisations.

                        The British Psychology Society provides reviews of psychometrics presented to them for assessment. However, it is important to read the details of the assessment as some tests score very low against their criteria. That said the criteria is a great checklist for understanding whether the test is measuring what it says it is measuring, in a format which does not discriminate against users – BPS Test Review Criteria.

                        It is vital psychometrics are used for the right purpose, and measure what they say. Hiring decisions, development decisions and people’s lives are affected by their results. It is also vital that the feedback given is inspirational and supportive to suit the needs of the individuals, teams and organisation.

                        If you want the highest quality service provision, we would recommend using someone who is trained in the BPS User Level A & B, which is an extensive training program covering ability and personality testing, as well as practical assessments on giving feedback to candidates.

                         

                        What questions should I ask to select a psychometric provider?

                        At Think Organisation we use psychometric measurements to connect the observable with the unobservable.

                        We have compiled a list of questions to help you select the right provider – share a few details and get access to them for free:

                        CLAIM YOUR FREE DOWNLOAD
                        Engagement at Work

                        How do you unlock employee engagement in the workplace?

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                        Do you enjoy your time at work?

                        We all spend a third of our lifetime asleep and a third of our lifetime at work (OWID, 2024), so it would be perfect if we could all enjoy our time at work. Organisations benefit with higher innovation and productivity when employees are highly engaged (Gallup, 2020). Employee engagement is defined as the level of enthusiasm and dedication an employee feels towards their job. It is about feelings, thoughts and behaviour. Understanding whether you enjoy your work is the first foundation in employee engagement.

                        To enjoy something is to take pleasure in a state, process, activity or action.

                        Decades of research and experience has led to Think Organisation understanding how a culture is created to drive engagement in the workplace. People need autonomy, mastery, purpose and affiliation to be engaged at work, or even content in life. This is based on the theory of Daniel Pink (2009), McClelland (1961) and Maslow (1954).  

                        Being contented is feeling of happiness or satisfaction. 

                        So think about how much you enjoy being at work? If you had to answer on a scale of 0-10, where would you score? What leads you to this level? How would you increase this level? The chances are it would relate to one of the four categories below.

                         

                        Autonomy

                        Autonomy refers to the ability and freedom for individuals or entities to govern themselves, make their own decisions, and act independently without external control or interference. It implies having the authority and capacity to determine one’s own course of action. In the workplace, this means being able to decide how you fulfil your role. You know what needs to be achieved, but it is down to you to achieve it. The opposite to this is often called micro-management. 

                         

                        To measure your autonomy at work think about how you would respond to the following questions:

                         

                        1. How much control do you feel you have over your daily tasks and decisions at work? 
                        2. Are you able to work independently and make decisions without constant supervision? 
                        3. Do you have the flexibility to choose how you approach your work and manage your time? 
                        4. Are you encouraged to take initiative and innovate in your role? 
                        5. How much input do you have in determining your goals and objectives? 

                         

                        It always helps to answer questions such as this using a 0-10 scale, as this gives more perspective. It also then allows you to think about, if I am at 6 then what would getting to an 8 look like?

                         

                        Mastery

                        Mastery is the state or quality of possessing comprehensive knowledge, skill, or expertise in a particular subject, activity, or craft. It involves reaching a high level of proficiency and understanding through continuous practice, learning, and refinement of one’s abilities.

                         

                        In the workplace, this means being able to do things with you enjoy and give you energy, usually based on your strengths. Mastery comes out of having a psychologically safe culture. 

                        To measure your mastery at work think about how you would respond to the following questions:

                         

                        1. How confident do you feel in your skills and abilities related to your job? 
                        2. Do you feel challenged and engaged by the tasks you perform at work? 
                        3. Are you provided with opportunities for learning and skill development? 
                        4. Do you receive constructive feedback and support to improve your performance? 
                        5. Are you able to apply your knowledge and expertise in meaningful ways within your role? 

                         

                        Purpose

                        Purpose is the reason for which something is done or created, or for which something exists. It involves having a clear sense of direction, meaning, or significance in one’s actions, goals, or endeavours. Purpose often provides motivation, fulfilment, and a sense of belonging or contribution to something greater than oneself. In the workplace, this means more than making a profit, which is an output of business. 

                         

                        To measure your purpose at work think about how you would respond to the following questions:

                         

                        1. Do you feel that your work aligns with your personal values and goals? 
                        2. What motivates you to perform well in your job? 
                        3. Do you understand how your role contributes to the overall objectives and mission of the organisation? 
                        4. Do you feel a sense of fulfilment and satisfaction from the work you do? 
                        5. Are you able to see the impact of your contributions on others or society as a whole? 

                         

                        Affiliation

                        Affiliation refers to the act of associating or connecting oneself with a particular group, organisation, community, or cause. It involves forming bonds, relationships, or alliances with others who share common interests, values, or objectives. Affiliation can provide a sense of belonging, identity, support, and mutual cooperation. In the workplace, this is about having a team you can trust, a group of people who work with you and support you to achieve autonomy whilst ensuring you are not isolated. 

                         

                        To measure your affiliation at work think about how you would respond to the following questions:

                         

                        1. How would you describe the sense of community and camaraderie among your colleagues? 
                        2. Do you feel connected to your coworkers and the larger team or organisation? 
                        3. Are there opportunities for collaboration and teamwork in your workplace? 
                        4. Do you participate in social activities or events with your colleagues? 
                        5. Do you feel supported and valued by your peers and supervisors? 

                         

                        In reality, there are no right or wrong responses to these questions, as it is all based on perception and personal preferences. The value of the questions is to get you thinking, and they can apply to work as well as other facets of your life. All of us need to earn money to feed, clothe and house ourselves and our dependents, which is why we spend a third of our life working. However, what if we could improve our level of enjoyment and contentment at work?

                         

                        Research over the years has shown that improving autonomy, mastery, purpose, and affiliation in the workplace can significantly enhance employee engagement, satisfaction, and overall organisational performance. 

                         

                        10 actions your organisation could do to grow employee engagement

                         

                        1. Encourage a Culture of Trust and Empowerment

                        Foster an environment where employees feel trusted to make decisions and take ownership of their work. Provide opportunities for autonomy by allowing employees to have control over their tasks, schedules, and projects. Understand levels of trust in teams and take steps to improve this if required.

                         

                        2. Promote Continuous Learning and Development

                        Offer training programmes, workshops, and resources to support employees in developing their skills and expertise. Encourage a growth mindset and provide opportunities for employees to learn new things and expand their knowledge. Be mindful that some people will have a strong appetite for learning whilst others may need some encouragement. Understanding people’s learning styles can help with this.

                         

                        3. Clarify Organisational Mission and Values

                        Ensure that employees understand the purpose and values of the organisation. Communicate the company’s mission and goals clearly and regularly, and help employees see how their work contributes to the larger purpose. Involving employees in the evolution of missions and values helps encourage buy-in but is not essential. The quality of the mission and values is how they help guide decisions and ways of working in the real world.

                         

                        4. Provide Meaningful Work for Engagement

                        Design jobs and tasks that are challenging, engaging, and meaningful to employees. Align individual roles with employees’ skills, interests, and career aspirations to increase their sense of purpose and fulfilment. With the introduction of machine learning and artificial intelligence, there are new ways of working emerging daily. Utilising technology to enhance meaningful work is crucial for organisations to remain at the forefront of innovation.

                         

                        5. Offer Opportunities for Collaboration

                        Create opportunities for teamwork, collaboration, and peer support. Encourage cross-functional projects, team-building activities, and social events to foster a sense of affiliation and belonging among employees. Any team which works in silo will be less innovative, less productive and ultimately less profitable. Ensuring effective communication between teams is crucial for employees to be engaged, and organisations to be successful.

                         

                        6. Recognise and Reward Achievement for Engagement

                        Acknowledge and celebrate employees’ achievements, milestones, and contributions. Provide regular feedback and recognition to reinforce positive behaviours and accomplishments, which can increase motivation and mastery. This must be done in an inclusive format to suit the needs and preferences of the individual as well as the collective.

                         

                        7. Promote Work-Life Balance for Engagement

                        Support employees in achieving a healthy work-life balance by offering flexible work arrangements, such as remote work options or flexible hours. Encourage employees to take breaks, vacations, and time off to recharge and prevent burnout. These can be agreed upon through ground rules or ways of working which suit the nature of the business and industry.

                         

                        8. Foster Open Communication for Engagement

                        Create channels for transparent and open communication within the organisation. Encourage feedback, suggestions, and ideas from employees at all levels, and ensure that their voices are heard and valued. It is vital to understand automatic facial expressions and body language as part of this, as just requesting it is not enough. Leaders need to be open to embracing the information when it is offered. Frequently, this requires training and practice.

                         

                        9. Invest in Employee Well-being to enhance Engagement

                        Prioritise employee well-being by offering wellness programmes, mental health resources, and support services. Show genuine care and concern for employees’ physical, mental, and emotional health, which can enhance their sense of affiliation and belonging. Often organisations focus on high-level activities (e.g. yoga at lunch), yet there is a much higher return from having a culture which truly supports wellness. Employees who are not psychologically safe will not be engaged, or high-performing over the long term, and yoga at lunch will not solve this problem alone.

                         

                        10. Lead by Example to grow Engagement

                        Demonstrate leadership behaviours that embody autonomy, mastery, purpose, and affiliation. Set a positive example for employees by showing trust, providing support, communicating purpose, and fostering a sense of community within the organisation. Humans learn from others’ behaviours so role modelling is crucial to ensure high employee engagement is unlocked in your organisation.

                         

                        By implementing these strategies, organisations can create a workplace culture that promotes autonomy, mastery, purpose, and affiliation, leading to higher employee satisfaction, engagement, and performance. 

                         

                        Think Performance. Think Excellence. Think Impact.

                        If you would like help unlocking employee engagement in your organisation then reach out to Think Organisation.

                        More about Motivation

                        There’s more about Motivation in this Think Organisation Post: Can Leaders Really Motivate Their Employees

                        Alternatively, copy and paste this link into your browser: https://cortex.clyq.co.uk/can-leaders-really-motivate-their-employees/
                        experience

                        Is your People Experience Missing Baked Beans or Peas?

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                        For a moment, think about the experience where you work.

                        What signs are there that you have a positive culture? What does your company do to support employees. When you receive external awards do you agree that your company deserves them? Do the social media posts portray your lived experience working in the company?

                         

                        Or is there a cultural mismatch between the external and internal perception? The result of this mismatch is a negative impact on staff retention, sickness rates, performance and profits (HBR, 2017). 

                         

                        Think Organisation has extensive experience measuring, analysing and understanding organisational cultures, to ensure we understand the root causes of cultural dimensions.

                         

                        Understanding these root causes are critical to decrypting why internal perceptions may be very different from the external ‘what is said on the tin’ perceptions.

                         

                        Imagine you want beans on toast for breakfast.

                        You walk into your local retailer to buy some baked beans, yet when you get home and open the tin a pile of green sludge oozes out of the can into your pan. How disappointed would you be? Would it matter or would you be ok with the green sludge? Maybe you could learn to like the green sludge on toast? Or maybe you put the sludge back in the can and take it straight back to the retailer to complain?

                         

                        The retailer may be sympathetic and try to help make it right, or maybe you fall out swearing never to use them again – and telling your network how bad they are for ruining your breakfast for good measure. But you end up with green sludge instead – how disappointed would you be?

                         

                        Similarly, research shows people don’t tend to take direct action when they are unhappy. The majority would throw the beans away, as 96% of people don’t complain about a bad experience. However, they will tell 9-15 people about the negative experience (O’Neill, 2022).

                         

                        So, what have baked beans, green sludge and your employees’ experience got in common?

                        Think about this situation in relation to your job.

                         

                        Have you ever spoken to your employer when the organisational experience they advertised did not match what you expected? Or did you just wait it out hoping your experience would improve? Did you tell people not connected with your work the reality of your experience?

                         

                        Whilst smiling at your employer and saying everything was ok? Then if things didn’t improve or change you reached another form of equilibrium – like leaving, working minimally or moving to another role?

                         

                        Quantitative & qualitative information about your culture ensures you meet the expectations.

                        As an organisation it is vital to be honest with potential recruits. Giving them quantitative and qualitative information about your culture, including where it was, where it is and most importantly, where your cultural strategy is taking you.

                         

                        Culture is the attitudes, behaviours and values of everyone working at your company; it is the unique way your organisation interacts with employees, customers and each other. As the legendary leadership consultant Peter Drucker said in 2006 ‘culture eats strategy for breakfast’, because the majority of business decisions come down to culture.  

                        Culture eats strategy for breakfast, operational excellence for lunch and everything else for dinner. 

                        Peter Drucker, 2006

                         

                        Summary

                        When there is a disparity between expectations and reality, what measure can an organisation take to rectify the situation and ensure poisiive workplace experiences?

                         

                        The organisation needs to really listen. They should encourage open communication channels where employees feel comfortable expressing their thoughts, ideas and feedback.

                         

                        Then, they can analyse the feedback received and implement any necessary changes. Culture is all encompassing so these could be anything from revising policies, improving recruitment processes, providing additional training, or creating work environment improvements.

                         

                        It is crucial that organisations are transparent with their employees about the steps being taken, involving them on the journey.

                         

                        The more this happens, the more the organisation fosters trust and accountability within its culture.

                        Think Performance. Think Excellence. Think Impact. Think Organisation.

                         

                        Adapted from an article originally published on LinkedIn, February 6th, 2023. 

                         

                        References

                        1. Harvard Business Review (2017). Accessed Jan 2023 at https://www.forbes.com/sites/williamcraig/2017/11/21/8-ways-your-company-culture-directly-impacts-your-bottom-line/?sh=39c4aea767f0 
                        2. O,Neill, S. (2022) Word of Mouth: Stats and Trends for 2023. Accessed Jan 2023 at: https://www.lxahub.com/stories/word-of-mouth-marketing-stats-and-trends-for-2023#:~:text=Negative%20Reviews,bad%20experiences%20with%2020%20people 

                         

                        More about Culture

                        There’s more about Culture in this Think Organisation Post: A Speak-up Culture

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