Employee Engagement is a measure of how passionately employees feel about their jobs and workplaces.  With over 20 years of extensive research on Employee Engagement the Gallup organization states that “A highly engaged workforce means the difference between a company that outperforms its competitors and one that fails to grow.”  Workplaces with more engaged employees produce better business outcomes including employee retention, customer satisfaction, productivity and profitability.

 

While Employee Engagement can appear vague and mysterious, when viewed through the lens of four levels of workplace needs and the essential questions all employees are asking, leaders and managers can better understand how to drive engagement through implementing EOS®.  This is the final post in a series of four blog posts:

  • Part I: Basic Needs – What do I get?
  • Part II: Individual Needs – What do I give?
  • Part III: Teamwork Needs – Do I belong here?
  • Part IV: Growth Needs – How can I grow?

 

 

Part IV: Growth Needs – How can I grow?

 

In the hierarchy of employee engagement needs, the progression from the most basic needs all employees have around issues such as role clarity, progresses to the highest level of needs around needing to be in a workplace where they will develop and grow.

 

Engagement Driver #11: Talk to employees about their progress

  • Quarterly Conversation™: Every 90 days, supervisors should informally meet with each of their direct reports to review Core Values, their Seat, and Rocks (90-day priorities). The informal format and frequency of the Quarterly Conversation™ should focus on developing an employee’s strengths, not harping on them doing the wrong thing.  If they are continually dropping the ball, then you have made a hiring mistake, and you need to act accordingly.  If the Quarterly Conversation™ isn’t more often a coaching opportunity, you’ve got a people issue.

 

 

Engagement Driver #12: Opportunities to learn & grow

  • The Quarterly Conversation™ should include discussion around how the employee can work “smarter” at their role, gain new experiences, and be on a path to longer term professional development. In smaller entrepreneurial organizations there may not be another seat in the Accountability Chart the employee can grow in to – that’s ok.  Just acknowledge that you will develop the employee for as long as they are with your organization, as employees who are continually learning and growing are more likely to stay, even if they don’t get that exact title and role they one day want to occupy.

 

 

So What?

  • As a manager are you coaching your direct reports to develop them over the long run?

 

Next Steps

 

About The Author

Tom Barrett is a Professional EOS Implementer™ and the CEO of Navigate the Journey, a Nashville based firm that specializes in helping entrepreneurs get what they want from their business and life.

« | »

Schedule a Call