Recognize This! – Avoid these common prejudices and misunderstandings if you want to engage employees for increased productivity and performance.
I’m all for a good rant now and again. I’ve been known to go on a few myself. This morning I read three good rants from bloggers and writers I respect and learn from. They are worth sharing with a larger audience.
1) “Over-qualified” workers can become your most engaged employees – if you give them a chance.
TLNT Editor John Hollon points out the major fallacies in thinking by hiring managers who don’t want to hire “over-qualified” workers for let pay than they are accustomed to receiving. Too often, the fear is these employees will simply leave for more money or a better position as soon as they can.
I agree with John. Giving someone a chance to prove themselves and get back into the workforce can be the one of the strongest engaging factors. As business improves, likely you’ll have opportunities for these employees to grow in your organization as well. Their knowledge, skills, and – yes – loyalty are certainly worth the risk.
2) Shame is never an effective performance management tool.
In his Omega HR Solutions blog, Mike Haberman shared a suggestion from Daniel Hammermesh, contributor to the Freakonomics blog, that we would be better served to shame poor performers than to praise strong ones.
Mike rightly denounces this position as ridiculous, yet it’s a position more managers than we would like to think might agree with. Unfortunately, I think Mike may be correct in this assumption based on what I see all too often in the workplace. After all, we have far more methods for providing and recording negative feedback in the workplace than we do for providing and recording positive praise and encouragement. That reality is what’s truly shameful.
3) “Engagement” is too often confused with “satisfaction” or “happiness.”
Using his four-year-old daughter’s soccer experience as an example, Jason Lauritsen points out that all too often, “employee engagement” efforts focus assessing how well people enjoy their work and not necessarily how effect or productive they are at it.
True employee engagement assesses how well employees both understand what needs to be done and, critically willing give discretionary effort to accomplish it. It’s not about how happy employees are while they do it, or how satisfied they are with the work experience.
Bottom line: Engagement is about understanding and results – productivity and performance on what leadership has deemed important. Sure, satisfaction and happiness can contribute to an employee’s willingness to engage, but the end result of engagement is very different.
How about you? What have you seen that you’d like to rant about?