The job hopping myth is just one of the made-up generalizations wrongly shaping the way we think about generational differences in the workplace. Knowing such claims to be false the Corporate Rebels decided to put some of them to the test looking at the evidence behind what millennials and other generations want and need from work. The needs can be roughly summarized with the following list: purpose, meaning, freedom, autonomy, fun, and personal development. But aren’t these really universal basic human needs rather than what might be separating Millennials from the baby boomers and other generations?
Pride in the company is an engine of engagement. As Voltaire put it, “We are rarely proud when we are alone.” When we feel connected to something bigger than ourselves, we bring more of ourselves to work. We feel a sense of ownership at the office. It’s not just the place we work—it’s a part of who we are.
Written by Lori Goler, Janelle Gale, Brynn Harrington, Adam Grant, published on Fast Company
Research suggests using recognition and praise can be a powerful motivator for employees. The benefits of that for organizations are manifold and real. Employees who receive recognition on a regular basis increase their individual productivity, receive higher loyalty and satisfaction scores from customers, and are more likely to stay with their organization.
Written by Marcel Schwantes for Inc.
Harvard Business School professor and author Dr. Amabile explores inner work life — the emotions, perceptions, and motivations that people experience as they react to events in their work day. Her research team discovered that, of all the events that can deeply engage people in their work, the single most important is making progress on meaningful work.
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Traditionally, employee retention — the ability to keep staff — has been considered one of the hallmarks of company health. But focusing blindly on retention actually misses the bigger picture. The metric we should be tracking is something Ryan Holmes, CEO of Hootsuite, calls people movement: the oxygen pulsing through a business.
Article by Ryan Holmes, CEO of Hootsuite
Great managers know that they can never give too much recognition as long as it’s honest and deserved. Acknowledging an employee’s best work goes a long way toward making him or her feel valued and can lead to other desirable workplace outcomes. This element of engagement and performance might be one of the greatest missed opportunities for leaders and managers.
Article by Gallup
The fact that happiness at work is trending seems to be a good thing, but the way most companies are trying to “implement it” is fundamentally flawed. In an effort to create a better workplace, lots of companies believe that there is a fixed model available that will solve their problems instantly: implement this magic model and a “happy company” is guaranteed. Unfortunately, this ain’t true for a bit. Instead, listening to employees, gathering inspiration from various sources, and crafting unique solutions is the way to go.
Article by Corporate Rebels
The clamour to make employees happy at work is driven by one of the oldest cliches in the human resource management playbook: that a happy worker is a good worker. Wanting to be happy at work is fair enough. But being forced to be happy at work can be troubling. The truth is that being constantly on the lookout for happiness may actually mean happiness eludes more than it ensues.
Article by André Spicer for The Guardian
New research suggest that some employees can have a halo effect on their peers in the way that workplace productivity can spill over from one employee to another. It could be beneficial for teams to identify those high spillover individuals to influence effective decisions on team construction as well as hiring and retention.
Article by Science Daily
The team at Culture Amp recently explored the challenges technology companies face as they grow. The team of data scientists reviewed data from over 700 companies, analyzing scores for employee engagement at different stages of venture capital funded companies. Engagement is tied to the level of self-determination a person feels at their work. As a measure of cultural health, it tends to decrease over time, which is what the team calls the culture crunch. Learn how engagement is impacted throughout various growth stages from their data informed insights in this brilliant piece by Culture Amp.