How engaged are your employees? – TechCrunch


Don’t wait until they quit to find out

Managers are occasionally evaluated by the occupational well-being of his team, the sometimes confusing calculation that rates the professional and personal satisfaction of the employees. What may not be as commonly proven is the connected concept of employee engagement, which measures employee commitment to help your business succeed. While 71% of executives cite employee engagement as essential for their success, only 15% of US employees. to consider themselves engaged.

Unfortunately for employers, when we look through the lens of satisfaction or engagement, we see a workforce in crisis: more than 70% of American workers they are so unhappy with their roles that they are actively thinking about and / or looking for a new job.

What is behind all this? Development stagnation at work and the opportunity to play a better role elsewhere, often defined not just as one with a higher salary, but as one that presents a path to personal and professional growth and upward mobility.

Rather than listing the litany of mistakes, let’s evaluate your company’s employee engagement and development efforts.

The pandemic has only exacerbated the dissatisfaction of many employees, at various levels, who feel trapped in unsatisfying jobs, with little guidance on how to advance or turn their careers and achieve the dignity of meaningful and impactful work.

This piece aims to offer a simple action plan to assess the level of engagement of your employees and take specific steps to build the kind of committed and reliable workforce needed to survive and thrive in today’s market.

Common failures in entrepreneurial career development efforts

As we investigated employee retention when building our startup, we identified a number of common and recurring gaps in professional development practices that are likely familiar to most Fortune 500 companies, as well as high-growth, scalable startups. .

We focus on the activities and strategies companies use to align their skill needs with the capabilities and aspirations of workers, specifically, their approach to moving staff toward jobs that are considered desirable for employees and essential for employers.

We found significant failure points in behavior design in three main areas: your strategic framework for employee engagement and advancement; deployment process and templates; and goal setting and rewards.

To understand the strategic framework of companies, we examined the policies and costs of tuition reimbursement and skills enhancement; individualized evaluations for the future of employees; tools for modeling and advancing the career path of employees; and professional progression programs at the beginning of the career and diverse recruitment.

For deployment processes and templates, we looked at onboarding; employee development and performance cycle; manager feedback; and succession planning.

For goal setting and rewards, we examine goals and rewards at the manager and vice president level directly related to their activities and performance in developing and advancing employees’ careers.

Take this employee development survey

Let’s evaluate the development and engagement efforts of your company’s employees. To how many of the following questions can you answer “yes”?

  1. Has your company run a process to define skills or talent gaps in organizations in the last two years?
  2. As part of that process, did your company define a role taxonomy for essential roles?
  3. Do you have a process and tools to map existing staff to that taxonomy, either within or outside of the relevant organization?


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