My goal for this post is to provide some
suggestions for how we can all address the three drivers of employee happiness
that I identified in my last post. I am
going to address them in reverse because sometimes that is how my brain works!
First of all Meeting employees'
expectations. For me this comes down
to a commitment from employers to be entirely honest about "what it's like
to work here". Warts and all. This starts right from the very beginning of
the journey a prospective employee has with you. So your marketing materials, job descriptions,
interviewers, all channels of recruitment message need to be realistic in terms
of what the candidate will experience if they become an employee. Overselling the excitement, location,
variety, stimulation or flexibility of the work you need the candidate to do is
a sure fire way to have a disappointed employee. And if the reality can't be rectified, you are
most likely to end up with a disgruntled, dissatisfied and unproductive
employee too, who by the way, no longer trusts you.
In my interviews I like to test
candidates' understanding of what the reality of a job with ANDigital will be
like by asking them to identify the pros and cons and then filling in
their gaps. If they are still as
enthusiastic after hearing the reality then you know you've found a good match
and someone who will be as happy in the organisation as you are.
As well as honest marketing, employers
can also give candidates the opportunity to meet current employees. Either in a formal or informal setting. This helps the candidate ask questions about
the day-to-day, assess if they feel they'd fit within the team and also
encourages them to develop an emotional connection with your company.
Once the candidate becomes an employee
the honesty needs to continue. If the
next project or the next quarter are going to be tough, tell them. But also set out what the benefits are going
to be for the individual in terms of experience or development and what life
will be like when you get through the tough times together.
Progress
I think it's best to think about
progress in two broad senses.
One is the individual's personal
development. How can they see a future
for themselves within your company; be it progression or skills learnt. Generation X has very low patience and very
high ambition. If they can't get what
they want from a career with you, they will leave very quickly to join a
competitor or just start their own company. So for every vacancy you need to fill, think
about what skills the individual will develop while delivering what you need,
and what career those skills could lead to - either with your company or somewhere
else; it is better to have a really focused and driven employee for three years
before they move on while thanking you for the opportunities and growth you gave
them than have someone leave within 12 months bitter and angry that you
"didn't support their potential"!
The second sense of progress is how the
employee fits into the bigger picture. This
is a huge driver of engagement - feeling that you are contributing to a wider
purpose. Even if that purpose is profit!
Individuals like to know that they are valued for the part they are playing
towards the company's success. So paint
the picture for them of how their responsibilities or objectives fit in with
the wider goals of the organisation. And
don't forget to recognise them when the team as a whole succeeds!
The first driver of happiness at work
that I identified was the People.
Interestingly, although this is probably
the most common driver recognised by employees themselves, it is hard to
articulate what it is about the people that is so important. Sometimes it just feels like that illusive
x-factor when you click with your team at work and enjoy spending time
together. But thinking about how
employers can encourage that is challenging. It isn't about recruiting clones and having
teams of same-thinking personalities and experience. In fact research shows that diversity in teams
makes for more success. However,
identifying individuals who share the company's values and are genuinely driven
by the same purpose definitely supports the sense of "one team" and
"we're all in this together".
I believe respect is a big contributing
factor, and this is something that should be role modelled from the top down. Treating others as you would want to be
treated. Providing feedback
constructively and not criticising colleagues openly. Avoiding siloed thinking. Reinforcing key messages about values and
purpose.
There is also a real benefit in bringing
your whole self to work. Make time to
ask people about their weekends and their children or hobbies. And talk about yours too. Be compassionate. When you make a connection with people that
stretches beyond objectives and targets you are much more likely to have a team
that feel personally invested in the success of the organisation rather than
just collecting a paycheque.
I hope this post provides some valuable
suggestions around how we can all influence happiness at work, but especially
the importance of management in correctly setting and meeting expectations,
proving growth opportunities for their teams to progress and role
modelling the behaviours that encourage connections between their people.
This is by no means an exhaustive list,
so I'd welcome your thoughts, suggestions and experience.
