Home » Our Blog » HR Resolution: Win the War on Engagement
back to the top

HR Resolution: Win the War on Engagement

Share on Facebook Share on Twitter Share on LinkedIn Share on Google Plus Share through email Print it More share options

Stop. Take a breath. When is the last time you just took a moment? There is a lot of demand for our time and unfortunately it’s only getting worse. Your employees feel the pressure too.

Last year, The New York Times reported that the amount of time Americans spend at work has sharply increased over the last four decades and now averages 1,836 hours a year. For high earners, it’s even greater, averaging 2,015 hours per year.

For a lot of us, work never ends. We arrive early and try to avoid distractions only to find it difficult to get important tasks accomplished. We end up back at home checking emails well into the night. Increasingly, this experience poses a threat to engagement.

The battle for engagement has been a tough fight, but there is no need to raise the white flag yet. Implementing these three steps can help you charge ahead toward winning the war on engagement.

Step 1 – Listen

Deploying annual performance reviews is no longer enough. To offer actionable results, surveys and reviews should be conducted more frequently. You need to know what’s happening in the now. The key is administering surveys. Surveys open the lines of communication and often clarify relevant issues. Leaders can also host one-on-one sessions which give employees the stage. Having these regular conversations is helpful in gathering the information needed to implement effective change.

Step 2 – Share

The results are in, now what? The greatest mistake organizations make in the survey process is not disseminating the findings. Don’t leave it up to workers to imagine solutions, tell them what was found. Both good and bad results should be shared. Only sharing the good results seems fake and insincere. No one is perfect and there is always room for improvement. Let people know that you absorbed what they said. Ultimately, it will boost their trust in you and encourage them to share more.

Step 3 – Act

Think about the surveys you’ve taken. How confident were you that the results of the survey would be acted upon? If your employees took the time to fill out the survey it is because they had something valuable to say. This information, if used, can be your key to winning the war on engagement.

If for example, your employees are feeling overworked, it might be time to look at adding to your staff to create a little more “slack” – the degree to which companies put more, rather than fewer, employees on the floor. Slack, according to Zeynep Ton, a professor at M.I.T., is actually a competitive advantage. Ton explains that employees operating with some slack add value that those pushed to the limit cannot. This is because those with slack have more time, keep closer track, make fewer mistakes and feel highly engaged at work.

To move forward, start by creating an action plan complete with S.M.A.R.T goals. First, be specific and define what you are going to do. This includes determining the what, why and how. Then you will need tangible evidence to determine what was successful. What is your measureable metric? Note that your goals should be achievable. Reasonable goals pump up motivation; impossible goals deflate it. It is also important that your goals are results-driven. They should measure outcomes, not activities. Also, put an end date with your goals. Timely goals with a sense of urgency are more likely to be obtained.

By listening, sharing and acting upon survey results leaders can devise a more strategic plan of attack and ultimately improve overall engagement.


amanda.beauchamp

by Amanda Beauchamp


Author Bio: Beauchamp has over 7 years of experience in Human Resources with an emphasis in employee engagement and retention, leadership development, and performance and compensation management. In her free time she enjoys outdoor activities with her family and volunteering as a panelist for Foster Parent trainings as well as advocating for Oklahoma county children and families in crisis.

Employee Productivity: Here’s What Really Matters

Employee Productivity: Here’s What Really Matters

Share on Facebook Share on Twitter Share on LinkedIn Share on Google Plus Share through email Print it More share options

Employee Productivity: Here’s What Really Matters

Today’s business leaders are dealing with a lot.

Along with the technology-shaped elephant in the room, the increase in internal business collaboration (50 percent in the past two decades), the change in performance management and the influx of millennials have left many companies scrambling.

Despite these changes, the goals of businesses have remained constant: Generate revenue in the most efficient way possible, and no matter what industry you’re in, the productivity of your employees matters.

The Productivity Constant

However, many businesses struggle to quantify their employee productivity, and for good reason: The shift from a manufacturing to a knowledge-based economy has forced many leaders to reconsider how they measure and inspire productivity.

However, productivity is still a metric worth considering. As with any difficult task, a step-by-step methodology is typically the best place to start.

  1. Define what employee productivity means to your business, and determine the metrics you want to use to measure it.
  2. Test and retest productivity efforts on your workforce until you figure out what works.
  3. Learn from your failures, and repeat your successes.

 

Let’s take a deeper dive into these steps.

Defining and Measuring Productivity

Every business is different; therefore, how businesses measure productivity should vary. Working with team leaders to identify what it actually looks like in your business is the first step to increasing it.

Keep in mind, definitions can be deceivingly thorny, so much so that HR and business leaders have had to endure a myriad of recommendations, from the vague (“be more strategic”) to the vapid (“paint your walls yellow, make more money”). Thought leaders constantly drop words like “culture” and “engagement,” and sometimes tie them holistically to an employee’s output, placing pressure on many businesses to either adapt or disappear.

One example of this difficulty lies in the connection between productivity and employee engagement.

In the past, if employees agreed with statements like “Company X is a great place to work,” they were considered “engaged,” while those who answered no were “disengaged.” However, a recent Harvard Business Review study reported that a “yes” to the question simply could mean that particular employee matched well with the corporate culture, while employees who answered “no” just could be dissatisfied with the status quo and looking to make big improvements. In that case, “engaged” employees were no more productive than their “disengaged” counterparts were.

Both engagement and productivity are worthy business objectives, but leaders must clearly outline their goals and then understand the metrics they are using to quantify said goals. Moreover, companies ought to utilize both behavioral and survey data to measure their workforce and then inspire management to take the findings to heart.

Increasing Productivity

Because of such studies, today’s HR and business leaders should make observing and learning from their workforce a top priority. This notion aligns with practices of such successful companies as Google and Southwest, which employ “design thinking.”

According to a recent Deloitte University Press article, “Design thinking moves HR’s focus beyond building programs and processes to a new goal: designing a productive and meaningful employee experience through solutions that are compelling, enjoyable and simple.”

Design thinking begins at the base — the employee — and works from there in order to improve output.

It doesn’t take a psychologist to know that different personalities, backgrounds, strengths and weaknesses exist within a single department; therefore, the ways in which businesses inspire those individuals to work harder and better inherently will vary.

Design thinking helps HR leaders classify people into different groups or “personas,” and once businesses form an understanding of their workforce, they then begin testing measures to inspire those different “personas” to produce. Design thinking is flexible; it tests each finding to its end. If the technique does not work, practitioners view it as a learning experience rather than a failure, and then continue trying different techniques until they figure out the best way to stimulate production from their different groups of workers.

But does design thinking actually work?

According to Deloitte, “The data from our survey this year suggest that the more importance an organization places on design thinking […] the faster the organization grows.”

Business leaders should remain vigilant about the experience of their employees without losing sight of their company’s overarching goals. This precarious balancing act requires constant observation, assessment and the occasional serving of humble pie. However, the result of an empathetic and nimble business is a churning, successful workforce.

Be sure to check out our article about personal productivity and how you are truly only two steps away from inciting increased productivity in your daily life.

Tags: , , , , ,
Posted in Blog, Employee Engagement, Featured, HR Management, Leadership, Talent Management

Katy Fabrie

by Katy Fabrie


Author Bio: Katy Fabrie is a Marketing Specialist at Paycom where she assists with executing integrated marketing campaigns. With extensive experience in both writing and research, Katy enjoys crafting content that helps HR professionals develop strategies to reach their goals. Katy has created both digital and printed content for a myriad of local and national companies, and she enjoys continually expanding her HR knowledge base. Outside of work, Katy enjoys reading, running and spending time with her husband, Colby, and dog, Fox.

Just 2 Steps to Being More Productive

You Are 2 Steps Away From Being More Productive

Share on Facebook Share on Twitter Share on LinkedIn Share on Google Plus Share through email Print it More share options

You Are 2 Steps Away From Being More Productive

Productivity often is touted as the Holy Grail of today’s workforce. Countless books and apps are packed to the brim with tips promising to make you more efficient, while today’s managers scour for — and promote — candidates with past episodes of grand productivity.

You would think that with such pushes, a steady increase in individual and workplace productivity would exist. You would be wrong.

The Myth of Productivity

In a recent Bureau of Labor Statistics report, the productivity change between 2007 and 2016 in the nonfarm U.S. business sector increased 1.1 percent, an all-time low since the 1940s. Scholars give a myriad of reasons for this dip, ranging from a decrease in innovation to repercussions from the Great Recession; however, this stark stat likely makes even the most motivated worker feel defeated

But the thing about leaders is they have something others lack: foresight. Leaders see the bigger picture. They believe that their actions actually matter, and in fact, that those actions can inspire others.

You can’t control the changes that come with working in a knowledge economy, but you can control what you do each day. Below are two proactive ways to incite productivity in your daily life.

  1. Prioritize Time

Think back to a time when you felt like you were crushing it.

Perhaps you were working on a report or managing a team, and you were completely engrossed in your task. Now think through your typical day: Likely, there are moments of productivity … and then you get a text or an email or a meeting request, perhaps all at the same time. Information is everywhere; it clouds our lives. A 2015 Deloitte study noted that in a single day, people exchange more than 100 billion emails, yet only one in seven of those emails could be qualified as extremely important.

Although technology has made space for innovation and ease, it also has been a metaphorical shock to the U.S. workforce’s system. Indeed, many experts who study time management have changed the ubiquitous phrase of “multitasking” to the more apt “rapid toggling” to communicate the futile effort of doing multiple things at once, even when technology promises we can.

Studies have shown that if you want to do deep work that puts you in a state of flow and ahead of your competitors, then you must prioritize uninterrupted, focused time. In fact, a recent article in Harvard Business Review outlined the importance of restorative silence for busy individuals: “Recent studies are showing that taking time for silence restores the nervous system, helps sustain energy and conditions our minds to be more adaptive and responsive to the complex environments in which so many of us now live, work and lead.”

You may ask (while frantically scanning your bursting inbox), “How do I do this?”

Start by identifying a time during your day when your presence isn’t really required. Perhaps you need to attend that recurring weekly meeting only every other week, or maybe you can send an employee in your stead. Assess your daily rituals — maybe that morning stroll around the office where you chat with everyone could happen later in the afternoon so your mornings are free from distraction. Is your office door always open? See what happens if you shut it for 30 minutes. Chances are no one will notice that time you’ve stolen away for yourself, and you’ll have space to focus on what really matters.

  1. Prioritize Values

There is a reason that successful companies put such stock in their values and vision: Clarity makes space for progress. In 2015, General Electric executive took time to verbalize the company’s values, after feeling the business was becoming too complex. Known as “the GE Beliefs,” those values acted as a road map for them to plot out and execute their top priorities.

A Deloitte University Press article noted, “The GE Beliefs play a large role in leadership development and are also used to change how GE recruits, how it manages and leads and how its people are evaluated and developed.”

GE is just one example of many companies putting emphasis on clearly articulating core values in order to spur output. And if successful companies are doing so, why wouldn’t you?

According to Inc. 500 entrepreneur Kevin Daum, “Much like company core values, your personal core values are there to guide behavior and choice.”

How do you craft a list of personal values? Glance over your job description, reassess your passions and future goals, and then put pen to paper. The list of values doesn’t have to be long, but it must be clear. To spur ideas, look at examples from companies like Zappos and Facebook.

Once you have your values nailed down, certain tasks that have been consuming your time likely will lose their urgency. For example, if innovation is part of your purpose, but the last time you researched new advances in your field was six months ago, then it’s time to reassess either your values or how you’re spending your time.

Productivity can be tricky to quantify, but creating a conducive environment is a great place to start. Making crucial space and aligning your daily tasks to your vision are two steps in the right direction.

Now that you know how to increase your own productivity, be sure to check out our  new article about how to define, measure and increase your employee’s productivity,   “Employee Productivity: Here’s What Really Matters.”

Tags: , , , , ,
Posted in Blog, Featured, Leadership, Talent Management


Author Bio: Oden-Hall is an award-winning public relations, communications and marketing professional with over 20 years experience driving corporate strategy for Fortune 500 companies. Her Oklahoma roots and passion coupled with her global experience and creative flair have helped her drive numerous successful strategic initiatives. She joined the Paycom team as Chief Marketing Officer in April of 2012.

What do Millennials and Today’s CEOs Have In Common?

What Do Millennials and Today’s CEOs Have In Common?

Share on Facebook Share on Twitter Share on LinkedIn Share on Google Plus Share through email Print it More share options

What Do Millennials and Today’s CEOs Have In Common?

HR industry experts have devoted a lot of time and research into demystifying millennial employees, only to discover that this younger generation has more in common with mature, seasoned employees than once thought.

This is especially true when it comes to the desire for day-one productivity. The C-suite values new hires who can become contributors faster; millennial employees, who were born between 1981 and 2000, crave the opportunity to do just that.

So, the goal they share is desire to be immediately productive – to be a valued contributor as soon as they walk through the front door.

Getting an early start

Growing up when technological advances made instant gratification a way of life, millennials have come to expect it in almost every aspect of their lives, including work. Young employees want to feel purposeful in their jobs, and nothing meets that need quite like getting the chance to work on the first day, instead of filling out form after form and memorizing the alarm code.

One way to get there is by designing an onboarding process that gives new hires the ability to complete onboarding tasks efficiently, either on or before day one. Consider incorporating the following strategies into your plan:

  • “Preboard” new hires.

    Allow them to complete new-hire paperwork and train electronically, via an employee self-service portal. They can get the groundwork done before they even start in order to hit the ground running on their first day.

  • Assign goals and expand training.

    According to Gallup, half of employees don’t understand what’s expected of them at work. To prevent this type of uncertainty from affecting a new hire’s productivity, include training on his or her individual role, and what his or her job looks like when done well.

  • Introduce your culture.

    Understanding what your company values can help new hires feel confident about making smart decisions. Not only can this boost early productivity, but it can help build long-term engagement, too.

Just a few tweaks to the traditional onboarding process can help new hires devote more time and attention to the activities that will help them become a valued contributor sooner than later. And that’s something both your C-suite and millennial new hires will love.

Tags: , , , , ,
Posted in Blog, Employee Engagement, Featured, Leadership, Pre-Employment, Talent Management


Author Bio: Oden-Hall is an award-winning public relations, communications and marketing professional with over 20 years experience driving corporate strategy for Fortune 500 companies. Her Oklahoma roots and passion coupled with her global experience and creative flair have helped her drive numerous successful strategic initiatives. She joined the Paycom team as Chief Marketing Officer in April of 2012.

Subscribe to Paycom's blog
X

Learn more about Paycom

  • Are you a current Paycom Client?

    Yes

    No

    • Talent Acquisition

    • Time & Labor Management

    • Payroll

    • Talent Management

    • HR Management

  • Subscribe me to Paycom's newsletter.

*Required

We promise never to sell, rent or share your personal information with a third party unless required by law. By submitting this form, you accept our Terms of Use and Privacy Policy.