Engage with employees through 'Pulse Surveys'
We might have discussed the significance of employee engagement umpteen times. But the concept never fails to bring up a new twist each time! So here is more on this:
They say job satisfaction is a relative term. However, when it shows up on the negative graph of the entire workforce, then it is high time for the company to have a serious re-evaluation of its policies and the working of the human resource department, one of the prime responsibilities of which, is to ensure that the firm's employees are a happy and 'engaged' bunch.
As mentioned earlier, there are far more interesting facets of this little term.
According to a research done, workers are divided into three categories.
One is 'actively disengaged', the second being 'not engaged', and the third 'engaged'.
It is common knowledge to identify if an employee belongs to the first category.
These are the ones who are actively seeking employment elsewhere. Next, the 'not engaged' category is a slightly sensitive group. These workers are the ones who should be prevented from becoming 'actively disengaged'.
How can this be done? A little perk or a token of appreciation based on his or her performance can do the trick. They just need to be reminded that they are certainly valued by the company.
Dealing with the 'engaged' category also needs the right set of tactics that have to be deployed, to ensure that these employees continue to remain committed to the firm. The management must think out-of-the-box to improve employee retention.
Now that the categories are done with, the next step is to actually divide them with the help of surveys. No, we are not talking about the annual feedback slips or the monthly discussions with the HR. This is too critical an issue to be judged once a year.
So here comes the 'pulse surveys' to one's rescue.
"Pulse Surveys, are short research conducted on a more frequent basis (determined by need and an evaluation of urgency and severity of employee engagement challenges) are a much more hands on tool, as long as they are short, take no longer than two to three minutes, and provide a good picture of where employees are at", defines a report in Huffington Post.
Another important aspect is that these surveys are not to be done as stand-alones. The effectiveness of these will come into picture, only if it were to be accompanied by frequent meetings among managers and employees.
These sessions can be used to debate or discuss the pressing issues concerning the workforce.
According to the report, there are various topics that can be used for this purpose. For instance, there could be a brainstorming session that discusses the different ways in which the employee, the team or the company as a whole, can better self.
A discussion on these lines can provide new insights into the various problems affecting the workforce. This serves the purpose of feedback, far better than filling out hard copies for the same.
Another can be one on self-experience. Employees can be asked to share their work experience with others, which could also bring to the fore, key issues that were bothering the candidate.
Nothing, we repeat, nothing can replace the goodwill generated between the employees and the management, if the latter was to show care and concern in the personal well-being of the workforce.
But this too is akin to walking on a tightrope, as if the seniors were to cross the line, then the same concern would come across as interference by the employees. However, once a rapport is established, then the management can be rest assured of the retention issues of that particular worker.
Last not but the least, listen. The bosses ought to lend a patient ear to the concerns of the employees. Only then would he or she be 'engaged' with the work done.
