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on 22-Apr-10 02:20.
Moving the Needle on Employee Engagement and Commitment
by Regina Barr
When it comes to employee engagement and commitment to an organization, most companies would agree that they ‘have some, want more'. Why? These companies have come to recognize that their organization's long-term success relies on employee performance, which is directly impacted by the level of employee engagement and commitment to an organization.
How is employee engagement and commitment defined? According to a 2003 report by Towers Perrin, it is defined as "employees' willingness and ability to contribute to company success". What does that mean in real terms? It is the extent to which your employees are willing to put discretionary effort into their work in the form of "extra time, brainpower and energy".
If you're like most corporate leaders, you are probably thinking to yourself, ‘wishful thinking". Worse, some corporate leaders think that simply making people happy and paying them more money is the solution. Not so. These are certainly important considerations for any company that wants to attract and retain the most qualified individuals, however, they are less important when it comes to engaging employees in their work. Further, engagement requires both a rational and emotional commitment. And, as you might suspect, it is far more difficult to engage employees emotionally. You have to engage not only their minds but their hearts as well.
on 22-Apr-10 02:19.
Looking to Increase Employee Performance?
Motivation Is Critical
by Dick Grote
What's an organization to do when all of its honest and genuine efforts to motivate Sally and Sam to come to work on time, work safely, deliver efficient services, and act as if they were happy to be a part of the team, fail? There is no shortage of pop-psych books and motivational speakers who'll tell you a thousand-and-one ways to light a fire in Sam's belly. But what do you do when the fire goes out and none of those thousand-and-one ways seem to work any more? What do we really know about motivation?
Does Anything Work?
Given the constant barrage of pep talks and posters, slogans and free advice on the topic of motivation, there should certainly be at least a couple of core principles that predictably work every time. Aren't there? Or are we stuck with the notion that everybody's an individual, and what's a turn-on for Sally is likely to be a turn-off for Sam?
Rather than speculate, let's gather s
on 22-Apr-10 02:18.
How to Design a Good Incentive Plan
by Bob Normand
Incentive plans should not result in arbitrary distributions of money casually decided upon by senior management. Instead, a good incentive plan must be quantified, must be a predictable result to the employee and must be directly related to measurable performance beyond the norm. This differentiates incentive plans from savings or retirement plans.
Incentive Plans Should Be Universal
Get your entire staff to pull in the same direction by designing your incentive plan to include all employees at some level of participation and only after a temporary evaluation period with the company (often 90 days). Many plans include part timers as well as full timers but at a somewhat lesser share of the proceeds.
Incentives Must Be Significant and of Perceived Value to the Recipient
To create a real incentive, the recipient must perceive the potential reward as a significant addition to income. Otherwise, the incentive is looked upon as deserved supplemental income or even a "benefit". To add further to the perceived value, there should be public (company) recognition of the employees' performance.
on 22-Apr-10 02:17.
Employee Performance Reviews - Dealing with Disagreements
by Dick Grote
What do you do when an employee disagrees with something you've written on their performance review? How can you prepare for this and deal with it effectively?
Start by listening to figure out the source of the disagreement. Is it an issue of fact (you wrote that the employee received a customer satisfaction score of 79 but the employee says that his score was actually 83), or is a matter of judgment (you wrote that the employee's customer service skills were unsatisfactory; she feels that her skills are terrific)? If the disagreement involves an issue of fact, get the facts and make any corrections necessary. If it's a matter of judgment, ask the employee for additional evidence. Then determine whether that evidence is weighty enough to cause you to change your mind, revise your judgment, and amend the rating that you assigned on the employee's performance review.
on 22-Apr-10 02:17.
Does Recognition Get You in a State?
by Chris Herrmann
Like most managers, Brian Reynolds believed that his team had its strengths and its weaknesses. When asked in an employee satisfaction survey "Do you recognize good performance in your team?" he answered with a resounding, "Of course I do!" However the following question stumped him. "How frequently do you make a point of recognizing good performance face-to-face?" His answer had to be "Never". "Surely they already know they are performing well? What would be the point of me adding my comments?"
Recognition and reward for role-model performance and behavior is, perhaps, one of the most motivational acts that anyone can do for another human being and it is worth spending a little time to analyze the mechanism that converts recognition into the self esteem, high morale and motivation that results.
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