Tag: corporate culture

Categories
Engagement

Coping with the Credibility Gap in Employee Engagement

“Our current practices and approaches to employee engagement are failing. They are failing to achieve organizational results and most employees fail to experience the benefits of their own engagement.”  Excerpt from David Zinger’s 21-Point Employee Engagement Manifesto.

A disheartening statement, but not surprising as employee engagement gets more intention than action. In my workshops, I frequently hear managers lament about being told to initiate engagement and/or recognition programs with insufficient commitment and resources needed to support their efforts. Then when these programs don’t work, the well-meaning but clueless-in-charge look for other quick-fix workplace remedies.

Frustrated by wasting precious resources on “flavor-of-the-month” engagement initiatives, employee cynicism continues and top management’s credibility gap widens. If this describes your workplace, here are several tips to help you preserve whatever sanity you have left.

Help for hanging in there

  • Keep in mind that across your life’s spectrum this situation is only temporary.
  • Another important perspective is your workplace isn’t all that unique – the world is filled with Dilbert-like organizations. While “misery loves company,” refrain from wallowing in a victim mentality.
  • Until you can change jobs, or if you’re unable to make the switch, look for whatever positive, fulfilling aspects of your workplace you can find such as making a difference through the work you do, helping customers, enjoying some of the people you work with, and yes, even getting a steady paycheck.
  • Find healthy ways to de-stress and maintain your mental and physical health – it’s the most precious resource you have.
  • Consider the opportunity you have to learn what works and what doesn’t work in dealing with people in the workplace. You can apply “lessons learned” in your next job and any community activities you may be involved in as a volunteer. (Note: the practice of engaging employees is similar to that of engaging volunteers.)

It’s important to remember that engagement is a two-way proposition between employers and employees. While the management team is responsible for creating an engaging workplace, employees are responsible for showing up each day ready and willing to engage in their work. The absence of the former may mitigate–but doesn’t preclude–the latter.

Categories
Engagement

Is Your Organization Contributing to Employee Disengagement with Institutional Disrespect?

Lately I’ve been hearing more about employees disengaging at work due to a condition they describe as “institutional disrespect.”  This occurs when new or newly-assigned managers, with upper management’s complicit support (or feigned ignorance?), make decisions with little regard for organizational protocol. For example, the manager who automatically sides with a group of employees in departmental disputes without fully investigating the situation as prescribed in HR policy. Or a supervisor who reverses a customer service rep’s appropriate handling of a customer problem without consulting the employee to explain the change. The result of continually undermining employees’ efforts, particularly when they’re performing according to company standards, is increased employee frustration and disengagement.

Most employees will give new managers the benefit of the doubt at the beginning of their tenure. But when a manager continues to dismiss company policies and procedures, employees begin to wonder: “Are the higher-ups blind to this boss’s performance? Or is management trying to make our work difficult as a way to get rid of us?”  Such speculation plants the seeds of discontent as employees can’t fully engage when they don’t feel respected by the very people they work for.

“R-E-S-P-E-C-T …  find out what it means to me” 

Employee engagement and retention specialist, Dr. Paul Marciano describes how respect can best be applied in the workplace:

  • Recognition – thanking employees, acknowledging their contributions
  • Empowerment – providing the necessary training and tools employees need
  • Supportive feedback – giving employee feedback that’s positive and corrective
  • Partnering – fostering a collaborative workplace
  • Expectation setting – establishing clear goals and accountability
  • Consideration – demonstrating courtesy, kindness and empathy
  • Trust – demonstrating faith in employees’ skills and abilities, supporting their decisions.

Employees in organizations that practice institutional disrespect find little evidence of true partnering, consideration and trust.

“Employee engagement depends upon the extent to which individuals respect their organization and its leadership, and feel respected.”  Dr. Paul Marciano

 

Categories
Customer service Engagement Training & Development

Great Customer Service Quotes for Training

“It’s risky to underestimate the benefit of exceptional [customer] service; it’s equally risky to overestimate the level of customer service that you are currently providing.” Unknown

I often use this quote in the beginning of my customer-focus workshops to engage attendees on the impact of customer service in their organizations. Discussion is based on addressing these questions: Who defines quality customer service? How is it measured? To what degree is your company truly customer-centric? etc. learn_and_share

Another approach to foster discussion and idea-exchange is to add the words “How do you …?” at the beginning of each of these customer-centric guidelines from Diana LaSalle:

  • See who you are and what you offer through the customer’s eyes.
  • Consider the well-being of the customer in all decisions.
  • Train and trust employees to care for customers in the moment.
  • Anticipate customers’ needs by continually striving to improve their experiences.

You can also use the following quotes as a springboard to talk about the importance of taking care of customers:

  • “The easiest way to turn a service into an experience is to provide poor service – thus creating an memorable encounter of the unpleasant kind.” B. Joseph Pine II and James H. Gilmore, The Experience Economy
  • “Customers care about the degree to which you respect and value their business … If you provide customers with clues that you don’t value their business, then all the customer satisfaction in the world won’t help you.”  David C. Lineweber
  • “Technology has evened quality; hardware is all the same. The difference is how you treat customers. If you treat them well, they’ll love your product. If you treat them poorly, they’ll find 100 things wrong.” Lee Iacocca

I welcome your favorite quotes and suggestions for using them in staff development.

 

 

 

Categories
Engagement Marketing

Culture + Brand = Passion for Engagement: Volunteers in Medicine

The value of having a favorable brand is that it inspires public trust and confidence – the stronger the brand, the more likely people will associate with it. A most important contributor to brand strength, and one that is difficult to duplicate, is the organization’s culture.

“Over time … we ultimately came to the realization that a company’s culture and a company’s brand are really just two sides of the same coin.”  Tony Hsieh

A strong culture and brand also support effective workplace engagement. Volunteers in Medicine (VIM) is a perfect example of this culture-brand-engagement relationship. With nearly 100 community clinics throughout the U.S., VIM’s mission is to “promote and guide the development of a national network of free clinics emphasizing the use of retired medical and community volunteers within a culture of caring to improve access to health care for America’s under-served, particularly the uninsured.”

Amy Hamlin, VIM Executive Director, with speaker Sybil Stershic
Amy Hamlin, VIM Executive Director, with speaker Sybil Stershic

I had the honor of working with this organization as a speaker at their Volunteers in Medicine Alliance Conference. Preparing for and participating in the conference, I was impressed by VIM’s Culture of Caring, a hallmark of its clinics and overall brand that appeals to patients, volunteers, and staff.

Volunteers in Medicine’s Culture of Caring is an approach:
“based on an ethical standard in medicine acknowledging that how people are treated during a clinic visit is as important as the actual medical care they receive. We believe that people who come to a VIM clinic are our friends and neighbors, good people in need of help. Surviving on limited resources, they often exhibit great courage simply trying to get through each day. Recognizing the strengths of those in need and respecting their dignity, the ‘Culture of Caring’ seeks to heal not only physical illness, but also the injury caused by bias, prejudice and indifference.”

As the foundation of its mission and brand, this special culture enables VIM clinics to successfully attract, engage, and retain physician and medical volunteers, as well as administrative volunteers, by offering them high-impact, meaningful opportunities to:

  • serve people in need
  • in a patient-focused environment
  • and with greater scheduling flexibility and more control than in traditional healthcare settings.

The chance to “practice the art of medicine, not the business of healthcare” through its culture of caring to engage volunteers and staff is critical to VIM’s brand strength and sustainability — a winning formula for patients, VIM volunteers and staff, and the communities VIM serves.

How does your culture and brand impact your organization’s engagement with employees and customers?

Categories
Customer service Engagement

Good Signs of Customer Service

Irish restaurant welcome sign

  • Employees who smile and are genuinely happy to see you.
  • Employees who sincerely want to help you.
  • Managers who smile and are genuinely happy to see you.
  • Managers who sincerely want to help you or help their employees help you.
  • Happy customers.
    Copperhead Grill sign-3
Categories
Engagement

Employees as Volunteers? Or Volunteers as Employees?

If your organization relies on paid employees to get its work done, would you treat them any differently if they were volunteers?

Other thought leaders have shared their views on this topic, including:

Here are my thoughts to build on this management discussion. The key difference between these two sets of workers are that volunteers “aren’t bound by the same command and control requirements that employees have.”  This means volunteers can voluntarily choose to offer their time and services to what they consider a worthwhile organization. They can also voluntarily choose to withdraw their time and services  when it no longer suits them. Even though employees are in contractual work situations, they can also choose to stay or leave an organization. Unlike volunteers, however, employees may need to stay for their paychecks even though they would prefer to leave — engagement for payment purposes only.

If your organization relies on volunteers to get its work done, would you treat them any differently if they were employees?

As I’ve found in my work in the nonprofit sector, the presumption that all nonprofits value volunteerism is not necessarily the case. Some nonprofit managers only give lip-service to their volunteers despite benefiting from their time and skills. These managers can take advantage of their volunteers’ passion for the mission for only so long before those volunteers get frustrated and leave.

What matters to employees and volunteers is being treated with respect while getting the tools and information needed to effectively contribute their time and talents. Whether an organization is profit-driven or mission-driven, the quality of workplace engagement depends on its culture and values including how its people are treated, regardless of their paid or unpaid status. Both employee engagement and volunteer engagement are critical – neither should be taken for granted.

 

Categories
Engagement Featured Post

The Funny Thing About Employee Engagement

It’s easy to make fun of employee engagement based on how some companies approach it. They proclaim “employees are our greatest asset” — it says so in our annual report! — but it’s all lip service. They conduct an employee engagement survey or two, but don’t respond to the results. They may even appoint an employee task force to come up with ideas to improve engagement, but with no authority or budget to make anything happen.

It’s not surprising that these companies experience low morale and engagement. They also inspired a business, Despair, Inc., that sells anti-motivational products that satirize superficial engagement. Here’s a sample of Despair’s demotivational posters:

  • “Apathy: If we don’t take care of the customer, maybe they’ll stop bugging us.”
  • “Get to Work: You aren’t being paid to believe in the power of  your dreams.”
  • “Perseverance: The courage to ignore the obvious wisdom of turning back.””
  • “Worth: Just because you’re necessary doesn’t mean you’re important.”

Sadly, Despair, Inc. wouldn’t be successful if it didn’t resonate with people who work in companies where workplace engagement involves displaying motivational posters and initiating token employee recognition programs.

For those of us passionate about employee engagement, Despair’s response to ineffective, insincere and/or shallow attempts to engage employees is an opportunity to poke fun at ourselves, while also reminding us of the importance of our work.

Categories
Engagement

What Employees Say About What Matters in the Workplace

For insight on employee engagement, check out the 2014 Employees’ Choice Awards of the Best Places to Work recently announced by Glassdoor. These awards “are determined using feedback employees have shared on Glassdoor throughout the past year. Employees complete an anonymous company review survey that captures their overall job and company satisfaction, along with sentiment toward career opportunities, compensation & benefits, work-life balance, senior leadership and more.”

Glassdoor is a site that provides employees a safe place to share their views. To avoid being a venting site for disgruntled employees, Glassdoor provides guidelines to encourage balanced content rather than singularly negative feedback. In addition, the site attracts job seekers with job listings and company information that includes voluntary feedback from former employees, current employees, and job candidates going through the interviewing and hiring process.

Besides appealing to employees and job candidates, Glassdoor’s site can also be a great resource for employers. Here’s why:

For better understanding employee engagement

Glassdoor’s best-places-to-work list shares employee feedback (pro and con) about the workplace. I recommend it to employers who want to improve employee engagement and don’t know where to begin. They can find information and comments about the award winners to learn what general practices employees consider important and then adapt and/or apply their findings in their own company engagement surveys.

For better understanding your employer brand

HR and marketing professionals can look for their company’s profile on Glassdoor’s site to learn what current and prospective employees are candidly saying about their company’s internal brand. Think of it as a centralized listening post for employee feedback on the workplace – maybe even your own company’s workplace. Don’t you want to know what your employees and prospects are telling others about you?

 

 

Categories
Engagement

Favorite Employee Engagement and Leadership Quotes

In my first book on employee engagement, I described the positive impact of “leaders who genuinely care about their customers and the people (employees) who serve them … leaders whose core values recognize that both groups matter and who integrate these values in their culture and operations.”

The practice and study of employee engagement has grown immensely since then with many respected consultants and authors contributing to the field. Here are several of my favorite quotes that capture the essence of leadership and engagement.

“Engagement, at its heart, is a 21st century form of leadership aimed specifically at connecting people to organizational results, an issue of growing importance in the era of social-networking.” – Bruce Bolger

“Leadership rests on a new foundation and the skills this requires are changing: managing complex situations, communication and coaching, ability to elicit employee commitment and collaboration, and an ability to forge partnerships and foster the development of talent.” Jean-Baptiste Audrerie

” … great leadership at the top doesn’t amount to much if you don’t have exceptional leadership at the unit level. That’s where great things get done.” Jim Collins

” … if you want to create a workplace that changes people’s lives and the way business is done, that leads to products and services that are mind-numbingly innovative and powerful, culture can’t be a device. For it to be lived, you’re going to have to open your heart to the people around you and engage both their intelligence and their confusion with equal confidence.” Susan Piver

“Creating a meaningful workplace is about establishing a high-order connection with employees and benefiting from the compounding effect that comes from a constant stream of meaningful experiences tied directly to the needs, beliefs, interests, and aspirations of employees.” Jerry Holtaway

Additional employee engagement and leadership quotes
Please help me expand this post by sharing your favorite quote(s) on this topic. I welcome your input!

 

Categories
Engagement Marketing

Favorite Quotes on the Employee Engagement and Brand Connection

It’s a fairly simple equation – as hotelier Bill Marriott once said, “Take care of your employees and they’ll take care of your customers.”

Here are more of my favorite quotes about the employee engagement and brand connection:

“More than any other communications medium, employees can breathe life, vitality, and personality into the brand.”  Leonard L. Berry and A. Parasuraman, Marketing Services

“Brands are built from within … [they] have very little to do with promises made through advertising. They’re all about promises met by employees.”  Ian Buckingham

“The only reason your business is successful is because every interaction between employees and customers is positive. This only happens when employees are treated super well.”  Ann Rhoades

“Happiness in the workplace is a strategic advantage. Service comes from the heart, and people who feel cared for will care more.”  Hal G. Rosenbluth, The Customer Comes Second

“Over time, as we focused more and more on our culture, we ultimately came to the realization that a company’s culture and a company’s brand are really just two sides of the same coin. The brand is just a lagging indicator of a company’s culture.”  Tony Hsieh, Delivering Happiness: A Path to Profits, Passion, and Purpose

“If you begin your branding process by declaring an ‘aspirational brand’ without aligning it with the reality of employees’ daily work experience, you are in danger of writing a check your culture can’t cash.”  Leigh Branham and Mark Hirschfeld, Re-Engage

Whose words of inspiration on employee engagement and the brand do you like?
I welcome your favorite quotes on this topic.