We recently came across this great article on linkedin.com and thought we would share it with you.
Imagine this: The CEO holds a quarterly two-day management training seminar and presents his message as a stand-up comic on an improv theater stage. Does it sound far-fetched? It probably does because it breaks the boundaries of what you likely consider professional business behavior. However, this is exactly what Twitter CEO Dick Costolo does, relying on his experiences as an improv comedian at Chicago’s Second City.
CEOs like Apple’s Tim Cook are eating lunch with employees, leaving the confines of their offices to engage employees. At FullContact, CEO Bart Lorang gives employees 15 days of paid annual vacation plus $7,500 to use as they like. The only requirement is that employees are not allowed to work — no emails, no phone calls, no texting fellow employees.
These surprising positive employee relations practices are being put in place to enhance employee engagement and spark innovative thinking. Increasing employee engagement is a strategy to union proof a business. Why file an unfair labor practice with the National Labor Relations Board when the employee feels free to share concerns with senior management over a sandwich?
Use the following ideas as springboards for developing a corporate culture of employee engagement.
Follow Tim Cook’s lead or the lead of L’Oreal Group’s chairman and CEO, Jean-Paul Agon, by eating breakfast or lunch with employees in the cafeteria or break room. This small act goes a long way in convincing people the management truly cares about employees, does not view itself as superior, and encourages open communication.
The days when calling a group of employees together who then struggle to stay awake while an HR professional drones on about company policies are gone. Exciting new training and development opportunities are presented as video, specialized company websites and e-learning.
Social media is another powerful tool for employee engagement, because it enables employees across the organization to share knowledge, get quick feedback and get noticed by managers.
Gamification uses the elements of games, like rules of play and point scoring, to encourage continued and motivated play. According to neuroscientists, gamification conditions the brain to seek every-increasing accomplishments, a bit like a Las Vegas gambler, through consistent and positive feedback.
PwC uses Multipoly, a business simulation game to improve recruitment and retention of employees. Employers are applying gamification to deliver personalized training and to encourage employees to achieve higher performance.
Sure, you can give employees a 3 percent pay raise for good performance, but the extra money is not likely to engage or motivate. Why? It is an extrinsic reward that gives short-term satisfaction and then becomes a norm. Also, the employee likely believes it is well-deserved, long overdue and not enough money. How engaging is that?
Of more meaning are personalized benefits and rewards. For example, companies using the Achievers employee recognition system can earn locally sourced rewards, like tickets to a Broadway play or a Visa card. To earn points, which can then be converted to rewards, employees need to get non-monetary recognition from other employees via the Achievers software program for doing great work or contributing quality ideas. Equally important is communicating benefits in an interesting manner to ensure employees fully understand what is available.
Anonymous annual employee surveys are important, but the real issue is do your employees believe they can safely provide honest feedback to management without repercussions. (Otherwise, why would you feel the need to keep the survey anonymous?)
If you believe the only way to get honest employee feedback is through anonymity, there is a much larger issue concerning employee engagement that needs addressing through the internal communication system.
Remember, too, that setting a precedent for annual employee surveys allows companies to utilize them if union organizing activity does begin. At that point, employees are accustomed to providing open and honest feedback, and surveying employees during union organizing efforts doesn’t feel forced or insincere.
Surveys can provide invaluable information, insights and creative ideas, but only if employees feel free to share their real feelings and thoughts, and management is able to follow up with productive conversations (maybe over a sandwich in the employee cafeteria).
Assume one of your employees strongly disagrees with the way their supervisor approves requests for time off, claiming discrimination. Does he or she feel free to discuss the issue with that supervisor, knowing there is a clear path for pursuing dispute resolution all the way to the CEO’s office? Or would that frustrated employee call a union representative to get another opinion on resolving the issues?
It is important to have policies and procedures for problem resolution. Some companies use alternative dispute resolution (ADR), a process for resolving disputes to allow an employee take the issue to the very top for resolution.
Creating a culture of positive employee relations requires all levels of management to be on board. Investing in training on labor relations and leadership at the corporate level is one step. An equally important step is training supervisors. Think of Aristotle’s saying, “The whole is greater than the sum of its parts.” A cohesive, engaged workforce is more productive, but cohesiveness is only achieved when all managers and supervisors employ good communication skills and best engagement practices.
Offering work-life balance might just mean letting employees work remotely one day a week. For other companies, it might mean allowing a multi-generational workforce to select benefits that have the most meaning. For example, employees over 40 or parents of young children may value a flexible work schedule over an employer-paid disability policy.
This of ways your company can inspire employees to give their all – what kind of balance best meets the needs of your unique workforce?
Daring is a word that has different meanings in different companies. Think outside the box. Adobe developed an “innovation in the box” kit, which is now offered as a product called Kickbox. The innovation box includes a prepaid credit card with $1,000 for idea validation, six levels of play, scorecards and frameworks, and a gift card! What can you do to inspire innovation and engagement?
What would be daring in your company? You might be surprised by the answer. Think in terms of positive employee relations as a way to union proof the company and “daring” may not seem so daring after all!