9 Strategies to Effective Employee Engagement

Train Me, Engage Me 

Week 3 – June 16, 2016

{ A four week series on hiring, training, engaging and motivating your largest asset; your employee }

I have been working here for 2 months now and I am not sure if I am doing everything I was hired to do.

The Challenge: “It has been six weeks on the job and the manager whom hired me has not been around to check on me. I hope I am doing alright. It would be nice to get some feedback and, ok a little praise would be good”.37407591-communication-concept

Does this sound familiar? These are actual comments taken from an employee survey we conducted for a company that hired us to look at work force turnover. The CFO came to the President with alarming information about the cost associated with turnover. We are not talking the cost of uniforms but the real costs associated with staff leaving such as apprentice programs, required education to do the job and all of the admin costs with hiring, training and more importantly keeping the employee. This business had a real problem with employee turnover that was costing them well into six figures.

During our analysis we discovered that morale among employees was suffering because of the turnover. Another cost that would be hard to put a price tag on however when morale is low you can be assured that productivity suffers. We had a strategy meeting with the CEO and briefed her on our findings. These meetings can go very well or sometimes not so well. Let me be clear; we are hired to do a job and we ask a lot of questions. We get to the underlying issues and with that in mind we often deliver difficult news. The person whom has hired us is now going to hear that this challenge rests on their desk and change has to start at the top.  The good news is we always follow through with what can be done to better the situation. In this case we learned from the employees who put their trust in us not to share their frustrations, the concerns they had. We had deep conversations with department managers whom were dedicated to the company and their employees but were afraid to speak up for fear of reprisal.th (9)

Before we began our solution process we assigned a figure to lost productivity each and every time a new employee was hired and then departed.

 

Strategies for this particular company were:

  1. Set standards for all current and new hires so that employees knew were they stood.
  2. Selected mentors, trusted employees to work with and guide new hires for 60 days.
  3. All department managers meet with new hire and describe their work and how they impact the department.
  4. All department managers were required to spend time at new hires stations.
  5. Periodic company paid in-house lunch where CEO speaks. (monthly at minimum)
  6. CEO to spend ½ day on floor a minimum of once every 2 weeks to learn and share with employees.
  7. A feedback system was developed to offer suggestions or improvements to a process.
  8. Weekly 10 minute briefing by department managers to staff informing of any news that needs to be shared.
  9. Email is great but nothing is as important as a face to face.

The list for improvement is much lengthier than what is noted but you get the idea. The take away was that there was employee disengagement with new hires as well as seasoned staff and this leads to unproductive and lackluster attitudes. 

As leaders we are pulled in many directions but remember this; if we don’t take care of those on the front line that have direct contact with our customers, there will be nothing to direct our attention to.

To Your Success,

Richard and DeeDee 

You Hired Me

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