Is it possible for a manager to identify who on their team they can rely on in the very worst of times versus those who might jump ship at the earliest sign of trouble?
If the current economic crisis and 3.5 million unemployed American’s indicate anything, it is that countless companies were unprepared for a stormy economy and as such they have had to cut expenses, reduce hiring and, in worst-case scenarios lay people off. According to a recent Watson Wyatt survey, one-third of U.S. companies do not have a workforce contingency plan in place to respond to the economic crisis, and those that do, more than half are only focused on layoffs. How can management take a critical look at their staff and “recession proof” their company? Is it possible for a manager to identify who on their team they can rely on in the very worst of times versus those who might jump ship at the earliest sign of trouble? If we take anything away from this economic crisis, it is that companies must prepare for the worst even during the best of times, as things can change and change quickly and it is imperative that a company have a strong core of employees in place so that when the economy turns around (as it always does) the company is poised for success.
Most businesses recognize that their most valuable resources are their employees. As a manager that has invested the time and resources in recruiting, hiring and training your employees, it is incredibly important that you keep your finger on the pulse of your office. Few companies ever want to ask themselves the tough questions about their employees, particularly when you have words like “recession”, “restrictions” and “Return on investment” flying around the office. Three simple questions all managers should ask themselves are:
1)
Who is more concerned with having a rewarding job and their impact on the organization rather than financial gains?
2)
Who is best suited to adapt to the changes in their work environment and succeed in a role of increased responsibility and poised to become a leader within the company?
3)
Who is motivated in their current role and who is hiding their need for new challenges and responsibilities?
Managers should not rely solely on their gut feeling regarding the capabilities and mindsets of their people based on their day-to-day observations, particularly during a tough economy when many employees can be more concerned about losing their job than voicing any discontent. At the same time, it is important for managers to remember that even in down economies with high unemployment rates, a company’s top performers always have options and may not be afraid to leave for a more appealing position with another company. Managers can use the following helpful tips on how to engage and motivate their staff, ensuring a higher level of employee satisfaction and retention:
Focus on relationships
Studies of successful businesses indicate that the quality of employee life is largely a function of the quality of leadership. Therefore, it is vital that managers understand what motivates their employees to come to work every day and perform at 110%, and also recognize how their communication style directly impacts their relationship with their team and any miscommunication requires the manager to adjust their management style, not the other way around. By identifying critical relationship patterns, managers and employees can improve compatibility and maximize productivity, especially if they find themselves in a new or changed role after a company or team has been restructured. Managers who focus on creating successful relationships will be able to assign individuals to roles where they are most likely to be motivated and productive.
Understand and appreciate everything employees bring to the table
Today more than ever, personality assessments are a recognized way to help managers understand what naturally motivates their employees and in which environments they are most productive. In fact, nearly 40% of large U.S. companies use these assessments within their organizations. Once equipped with this behavioral knowledge, managers can provide the leadership to ensure their staff is fully engaged and productive . An employee will notice when his/her manager has taken an interest in their individual development and appreciate the guidance they have to offer, positioning them to succeed.
Be creative in how you motivate and reward your team
Every person is motivated differently and it is imperative to find out what these motivations are for your employees. By using tools such as behavioral assessments, a manager can know if their top performer would best respond to public recognition, a personal note of congratulations, additional time off or a gift certificate for their family. Such distinctions can greatly assist a manager in ensuring that their team is being properly incentivized and strengthening their commitment to the company.
Don’t be forced to guess about your employee’s happiness and satisfaction
In tough economic times many employees are understandably reluctant to make it known when they are unhappy. However, managers can be more confident in how they manage their staff if they have hard data supporting their decisions. Personality assessments, like the Predictive Index® can provide data driven insights on the stress levels of employees, job satisfaction as well as what motivates them and how they view their role within the company. Such data can results in a more effective and productive management style.
Provide a clear path for advancement into leadership roles
An established leadership development program that incorporate personality assessment data, helps employees understand their own communication style, ability to take risk and how they fit into the organizations leadership goals. Companies that invest in their leaders professional growth also help the company create a sustainable workforce with the next generation of leaders.