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.
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.
If a company attends to its employee experience with the same level of discipline and intention that it does to its customer experience, the results can be seen across the board. Employees are more satisfied, companies enjoy higher employee retention and other benefits, and customers get better service. The keys to customer experience excellence show companies how to succeed in the employee experience as well.
For decades, career development has been compared to a ladder—a series of promotions that move employees into higher, better payed, and highly competitive, leadership positions. But as organizations flatten out and eliminate managerial roles career ladders are turning into “jungle gyms.”As a result, flat organizations must find alternatives to promotions in order to keep people motivated, or risk employee turnover and low engagement.
Bersin by Deloitte research lays out the fundamental themes for building a people-centric company as well as a new and expanded way of thinking about employee engagement.