Home Education 6 signs of employment, according to employees and managers

6 signs of employment, according to employees and managers

Design thinking skills for in-house consultants

If you are trying to increase the activity of your employees, you are not alone – especially now that the COVID-19 pandemic has forced many to work remotely. As of June 2020, only 31% of employees consider themselves employed, according to Fr. Gallup poll.

Poor participation results are not new. For more than three decades, scientists and business experts have been researching the conditions associated with it participation in the workplace. Many of their studies have included surveys where employees respond to statements such as “I know what is expected of me at work” and “My supervisor encourages my development” on a five-point scale from “strongly agree” to “strongly disagree”.

But how much do we know about what employees think about interaction? And what makes a manager view his or her direct subordination as busy or uninvolved? A better understanding of both perspectives could pave the way for strategies that can improve interaction, especially given Gallup studies that show that managers make up 70% of the variance in the interaction of their direct subordinates.

Here are six topics related to the interactions that staff and executives most frequently touched on in an interview I conducted as part of my doctoral research for New York State University in Albany:

Employees, what makes you feel busy?

1. I know my role

Nine out of 10 employees surveyed discussed the importance of understanding their role in the organization, including knowing how what they do affects colleagues, understanding how the organization works, and conforming to the values ​​promoted by senior executives. One employee, who understood his role, praised his supervisor for clarifying, “how what we do affects the big picture.”

2. My opinions are considered

Seven out of 10 employees stressed the importance of expressing opinions that are valued by managers and, in some cases, acted upon. One recalled that when the manager “had warmth”. included her reviews in his behavior.

3. My boss takes care of me

Many employees turned to care from a personal and professional perspective. One praised his manager for “squeezing me out of my comfort zone,” and one complained that his supervisor never discussed his career goals. Another employee, who was disappointed with his boss’s lack of care, said “I don’t grow up thanks to him”.

Chapters, what characteristics are involved in direct subordination?

4. Proactive

Thirteen of the 15 executives cited initiative, including one who said his employee “put forward ideas that might not be popular and was willing to defend them without feeling any trouble.” Another supervisor recalled that his direct speaker did not take notes or ask additional questions after receiving the assignment. Several executives also noted that less enterprising employees were only interested in the work they enjoyed, such as launching a new initiative, while more enterprising employees were always enthusiastic, no matter the task.

5. Communicate effectively

Several executives praised their immediate subordinates for taking the initiative, such as arranging meetings and frequently sending emails with updates. One manager described a direct subordinate who always “kept me informed when something was going on that they thought needed my attention”. Another said they felt more involved thanks to frequent updates to their immediate report, which helped build “a bilateral partnership – and it tells me there is engagement.”

On the other hand, one manager called the emails of his immediate subordinates “cynical” and said that they demonstrated employee dissatisfaction with the task and that they “only did it because I asked them to”.

6. Collaborates with others

Managers who nurtured collaboration stressed the importance of employees who looked beyond themselves to contribute to the organization. According to one executive, a busy employee who “wants to celebrate the success of others”. Another said that “very committed employees are very motivated to be able to help others and influence the world.”

What are the implications of these findings?

Does your organization need all these conditions for classes? In other words, should employees understand their role, be proactive, and communicate and collaborate effectively with others, reporting to executives who value judgment and demonstrate their concern?

That sounds like too much to ask. However, by identifying which of these conditions (and possibly others) are most likely to affect interactions, organizations can develop appropriate training, coaching and other performance programs for employees and managers at all levels. However, much more research is needed on this critical issue.

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