As I have previously blogged, there have been half a dozen external research studies on effective employee recognition and engagement over the last few years. These studies prove there is undeniable evidence that recognition and engagement correlates with sustainable bottom line business results.
Common recognition and engagement drivers have been identified worldwide regardless of function or language.
These engagement fundamental drivers include:
- Personal relationship with your boss. Is the relationship sincere and genuine?
- Employee development. What specific efforts have been made to improve personal and professional skills?
- Co-workers and Team members. What is their level of influence of co-workers? Is it positive or negative?
- Pride. This is self-esteem derived from association with the organization and team.
- Career growth. Are there promotion opportunities available to your employees?
- Line of sight. Do your team members understand the company goals? Do they understand their impact on results and success as an employee?
- The nature of the job. Is it stimulating? Are individuals involved in and do they contribute to decision-making?
- Trust and integrity. A result of showing care and concern for your employee’s well being, and relates to how difficult issues are communicated, and resolved with them.
Our own CSI research shows the thing employees most want and desire is to feel supported and involved. That starts with their personal relationship with you, their direct supervisor.
P.S. Nobel Prize winner Albert Schweitzer said, “Example is not the main thing in influencing others, it is the only thing.”