You Need to Stop Making Your Employees Happy
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A happy employee is not necessarily an engaged employee, but an engaged employee is probably a superstar.
Employee happiness and employee engagement often co-exist — having one begets the other. However, any business must understand the distinct difference between the two and the impact that they make in the business.
These engaged employees are fulfilling two core components:
You need data.
The best way any business can drive engagement in culture is to embed a coaching and continual feedback culture:
If something is going wrong, be it in the organization or the team, tell them straight and facilitate two-way communication.
Leverage on technology to keep the communication going slack, Microsoft teams, Chanty or these other alternatives.
IBM researched the employee experience and found that employees interact across ‘three primary spheres’:
Ergonomics and workplace architecture is a core component in employee experience. You could segment a meeting room and design it for Sprints.
You could also dedicate areas for Quietude so concentration and flow can occur there.
The physical environment is not just on furniture and spaces but also on other factors like temperature control, noise, ventilation, and ambient lighting. Even choosing which window your quiet space will be near to is significant.
High performance is not due to our biological drive — like our need for dopamine — but in fact due to our deep-seated desire to direct our own lives. When employees deploy self-awareness and understand how their task fits into the work, they are much more able to perform.
Many companies underestimate just how long the culture-building game is.
It is insanely difficult to change an internal brand when it has been cemented a long time ago. Identifying blockages in culture and educating or removing them is paramount. It is high time HR goes offence and not defence.
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