Western & English Today


W&E Today provides retailers and manufacturers with education and ideas that provoke innovation in the Western and English markets.

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Page 40 of 133

The Source 2018 37 By The Numbers According to Gallup, engaged employees result in less absences, improved quality control, safer surroundings, better customer service, and increased profits. However, based on Gallup's 2016 survey, a majority of employees are not engaged in the workplace. Here's how the numbers break down. 33% Engaged: Employees are highly involved in and enthusiastic about their work and workplace. They are psychological "owners," drive performance and innovation, and move the organization forward. 51% Not Engaged: Employees are psychologically unattached to their work and company. Because their engagement needs are not being fully met, they're putting time—but not energy or passion— into their work. 16% Actively Disengaged: Employees aren't just unhappy at work—they are resentful that their needs aren't being met and are acting out their unhappiness. Every day, these workers potentially undermine what their engaged coworkers accomplish. corporate meetings. "It's just a really nice way for our CEO to check in with the team and let us know how we're performing, and we also get to spotlight various employees." ose in leadership positions should be able to communicate their wants and needs efficiently, but communication is a two-way street, and the opportunity for employees to collaborate and share their ideas is equally important. According to Gallup, three primary factors contribute to a lack of employee motivation: unclear and misaligned expectations, ineffective and infrequent feedback, and unfair evaluation practices and misplaced accountability. Mitigate those issues with frequent and effective communication efforts. Recognize and Reward "In general, employees are most likely to say they would change jobs for benefits and perks closely related to their qual- ity of life," reports Gallup. While there is positive correlation to employee satisfac- tion with job incentives or perks, rewards can be both sales- and merit-based. For example, recognize employees who dem- onstrate the company's core values, re- ceive positive feedback from customers, or bring new ideas to the table. High- lighting employees for a well-rounded list of accomplishments — monetary and other wise — makes them feel valued and reminds them that you care about com- pany values as well as sales goals. Embrace Happy Hour Never underestimate the power of team building. Going out together as a group— participating in staff retreats or celebrating birthdays—forges a bond outside the duties of work yet improves trust and communication within the office. For example, Ariat puts together an annual Halloween costume contest for employees that includes their dogs and children. ese instances not only bolster morale, but they allow everyone to relieve a little stress.

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