Stop Talking, Start Doing
员工参与 一词最近已引发了很多周围的组织和领导的一致好评。事实上，员工敬业度的高级别直接关系到积极的业务成果。
The term employee engagement has been thrown around a lot lately by organizations and leaders alike. Indeed, high levels of employee engagement are directly linked to positive business outcomes such as higher discretionary effort, improved productivity, and a bigger bottom line. But to effectively achieve these ends, leaders must start small by asking the right questions, and enact and support the behaviors and attitudes that cultivate engagement. Still today, many leaders continue to assume their Talent needs are the same as before the downturn. But as the economy continues to rebound, business priorities may have changed, or may need to change, highlighting the need for practical Talent solutions today that leaders can build on to move their organization forward. First, a pragmatic approach to address this dichotomy must begin with a redefinition of leadership and the business priorities to drive results and a key method for doing this is to examine whether the right talent and skills are in place to achieve strategic goals. What are the current activities that are necessary to reach organizational goals? Do these activities need to shift to be more aligned with the strategy, and if so, how? Are there skills gaps that need to be filled to ensure alignment with the strategic direction of the business? The next critical component needed to address this organizational challenge is a clear understanding of the current workforce. After rounds of layoffs and additional responsibilities sometimes beyond the scope of their knowledge or experience - employees are growing weary, and their perspective of their employers may not be positive. More opportunities will become available as the economy strengthens, especially to top performers with specialized skills. And this situation will play out painfully for employers if it is not carefully managed, or worse, ignored. Consider that the average turnover cost of losing a high potential is one and half times their annual salary - arguably, this is when the war for talent will become very real for organizations that fail to consider and address their employees perspectives. Importantly, leaders need to work to retain key employees now. As it turns out, strong performers want the same thing leaders want to actively help drive business results and know that their work directly contributes to this end. Leaders need to first master how to clearly communicate business priorities and then work to define how their employees will contribute. And leaders must be a sounding board to arm employees with the information and tools they need to do their jobs. Ask what s important to team members. Ask what motivates them, what resources or support they need to be more effective. Ask for their perspective on solutions to organizational problems in their work areas. Today s environment calls for a practical and refined focus to steadily improve the current state of organizations and deliberate confidence to move them forward. By working with their employees and focusing on small, meaningful behavioral changes and attitudes, leaders will be in a position to increase trust, improve retention, and cultivate employee engagement in their organizations, and reap the benefits of that success. 管理新知 您可能感兴趣的文章 月薪3000与月薪30000的差别 2016-10-25 Quixotic Quixey Pinup Pitch Is Perfect Publicity Ploy 2014-06-27 What Meteorologists and HR Professionals Have in Common 2014-02-18 最近文章 TEST 2018年01月15日 嫖娼被抓不属无故旷工，公司解雇赔4万！（法院判决） 2018年01月15日 如何判断你是否具有HRBP胜任力？
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