Hello, everyone, and thank you for joining us for today's
webinar. How to spot a disengaged employee.
My name is Michelle. I'm the marketing specialist
here at Igloo.
I'm joined today by Alexander Levit who is
a business and workplace author, speaker
and consultant partner at people results.
I'll let her introduce herself in just a bit. But
before I do, a few housekeeping items to
keep in mind,
this presentation is being recorded and
will be made available afterwards.
All participants have been placed on mute.
We will be answering questions at the end.
In order to ask a question, you can
simply click on the chat feature in the bottom left
hand corner of your screen
and with that, let's dive in. Take it away Alexandra.
Thanks, everybody. Good afternoon. My name
is Alexandra Levit, and I am a
business and workplace author, speaker,
consultant and critic. I know that's
a bit of a mouthful. Thanks, Michelle and Igloo
for having us here today.
We're talking about employee
engagement or specifically, employee disengagement.
This is one of my favorites
because it's one that I've seen evolve
over the last decade and a half
as I've been in this space. So I've been working
with a Igloo for about a year now,
and
some of you have heard previous webinars that
I've done. But for those of you who are new. Just to
give you a quick overview of how I came to be
presenting here today,
I got my start in this human capital
case way back in 2003
when I wrote a book called, "They don't teach corporate
in college." I wrote this book because
I had a very difficult transition,
moving from being a try achieving college
students to going into the professional
workforce. And in fact, took three
years to get my first promotion. So I decided
to write this book once I was sent to personal
development classes and once I learned the importance
of things like conflict resolution and diplomacy.
And one is how other young professionals
avoid some of the asia and
trauma that I experienced.
And so, while I was
putting out a book and going in speaking, I
started getting out by a lot of human capital
professionals with my first
foray into working with HR folks. What...
Where did I think the young professionals we're gonna go? What
did I think was going to happen? And so I
started getting asked about the future a lot. And
that was when I got into this new state
Futurism wish to explain it
very, very simply. It basically
just means that I look at patterns
in the workforce and I try to ascertain
what
disruptions have the ability
to really cause mass change
in our workforce. And engagement is one of
those things.
So it's a little bit
more about what we're going to be doing
over the next 25 minutes or so, and
we're going to make the most of your time
that we possibly can.
We are going to be talking about insulated
engagement, which is one of those workforce trends
that, unfortunately,
we've been talking about for about two decades,
and we're still going to be talking about it today.
We do have a kinder, gentler place. There's
no doubt about that. It's increasingly Howard,
increasingly flexible and, yes,
yes, employees. This engagement rates
continued to rise the huge
crowd on here today,
and unfortunately that's because
this is still a major issue. So
today we are going to floor
the costs. Things like
learning boundaries, things like over-work,
and we're going to advise you and your
constituents, other leaders, other managers
on how to identify and how do
it employee who might
be struggling.
So this is our agenda here today.
Roughly, we have been worrying objective
that we're going to go over, namely,
why existing employee engagement solutions
haven't worked.
Why disengagement is likely to rise,
rather than fall in the future workforce. What is
it about this workforce today that's
making it tougher to engage employees?
How to spot actively your soon-to-be disengaged
employees.
And how to respectively interven to get

disengaged employees back on track. You'll be able
to see that we'll talk about it from two perspectives.
We'll be talking about it in the perspective of
individual problems, such as the
one person who you want
to re engage. And then if you
have a systemic problem of a lot of
disengagement in your organization, we'll
talk about how to get started
solving that today. I can also tell you
all one thing in the next 25 minutes or so
that can allow you to walk away and
take a concrete steps on improving
engagement in your organization, whether it's with
one person, you're thinking it off specifically, or
whether it's about your workforce at large, then
I will have done my job.
So let's go... first of all and
talk about the big picture
of the reality of engagement.
So according to Gallop — they are the experts
on measuring employee engagement —
2018 is the most recent report,
and that report shows just about 33%
of American workers — And I know we're not all
from America here.
I've got a lot of international folks on,
but this is the stat that Gallup put up, and I imagine
it's the same for Canada and probably
other areas. Well,
33% of their American workers engaged
by their job.
A little bit more interestingly, 52%
said that they're just showing up.
17% describe themselves as actively
disengaged.
Not surprisingly, many of these
workers are more engaged in their first six months
on the job then they are any other stage of
their employment with the company.
So we have the best opportunity to
engage people when they are new.
Disengaged employees. People always ask
me the business case.
They cost around 500 billion dollars
every year.
So when it comes to what we're spending money
on, think of the amount of money it takes to
recruit and train people and
then they become disengaged and eventually leave
is a huge problem. From a business
perspective,
it is absolutely
something that we want to address.
Now. I'm a positive side of this situation.
If you have engaged workers,
they've been showing your
contribute measurably to the organization.
They're 18% more productive.
They are 37% less likely
to be absent from work, and they generate
earnings that are 18% higher.
So if you're looking for a reason
to focus on engagement
or specifically to pinpoint disengagement
and root it out,
this is your business change.
And if you need more research on that, I'm happy
to help provide it.
Now. This is an interesting one...
low performing employees are more
engaged in a high performing one's in
nearly half of organizations.
So we don't see a completely positive
correlation between performance
and engagement, and this is important
when it comes to identifying who's
engaged and who's not. and why performance
may not always be the best barometer
of that. So it's just something to think
about that I thought was interesting and
to keep in your back pocket that they
might not be 100% related at
all. We're
gonna spend the next couple minutes talking about why
we haven't fixed engagement, by this
point. because most people who have
been in the workforce for a while now it's
been in the human capital stage, the HR stage,
saying, you know, that this is not a new issue.
Oh, and yet
we haven't fixed it. It's 2019. The
engagement rate,
by and large have not improved.
So what are some reasons?
One
is that we don't try to understand
why. and by away, in addition talking about why
we haven't fixed it, I'm gonna be talking about what
we should be doing
to fix it.
So hopefully you will get some double
benefit from these Syrian flies over here.
So the first thing you want to do is we want to understand
why employees feel disengaged,
and the most effective way to do this is to
act. I know that sounds a little bit ridiculous,
but we want to be having direct conversations
with a wide range of influence.
And in these conversations
you want to be empathetic. We want to avoid the temptation
to defend ourselves, to explain
problems away,
and we also want to begin measures.
We want to conduct, if possible,
an anonymous survey.
It gives your entire work force, not
just segments,
An opportunity to chime in on what's
bothering them. You might focus your questions
on the organizations leadership,
career development opportunities that are available to people,
whether they feel pride in the organization,
and how everyone used their working relationship.
And if you have issues that the surveys
have uncovered, you can do focus groups
in town hall meetings
to clarify and zero-in
on these issues.
So you can probably imagine that
I'm going to be talking a lot about measurements
and not benchmarking. Performance
is an important aspect of why we
haven't fixed engagements. so before
you should really even start
a survey... It is a great thing to do, But you
also want to get a handle on more objective
issues
by tracking workforce related, key performance
indicators like turnover and...
as an example here I was looking with consumer
goods company, this week actually,
and they came to me and said
that their turnover has increased by 20%
in the last two years,
and they were trying to relate that to
an increase in disengagement,
and they had to understand though the
first thing
being that their turnover had in-fact increased.
So if you don't understand those numbers,
that's a really good place to start.
Not acting on feedback
is another thing. Sometimes you do the surveys.
Sometimes we asked questions and
then we don't act.
So here's a really important point.
as we've gathered feedback through some of these
mechanisms
you have to make sure HR...
your have to make sure your leadership are on the same page
about what you're going to do with it.
I strongly recommend against asking
employees
what's preventing them from feeling more engaged,
If you don't intend to
publicly do something with what you learnt.
This will do
so much more harm to your
culture as your engagement level.
If you're inquiries don't result in
any visible changes.
Now it's possible
that topics are going to come up that are impossible
to act on. And if that is the case,
you've got to clearly, honestly,
transparently explain
why you can't take actions and what you're
going to do instead.
Be honest,
be transparent
Now, generally speaking,
the emphasis on actions is
a good step.
One thing that I see happening with a lot with employee
engagement is that we have analysis paralysis.
We'll do these surveys. We'll find
out a lot of things that are wrong, and then we won't
figure out where to even start. So
what we want to do is focus on one or
two areas you think have the biggest impact
on engagement
and then act on.
So in other words, you want to do a pilot
and I'll probably mention the word pilot a couple
more times throughout the course of the next
few minutes. We don't train
our managers to manage effectively now.
This is what you might get referred to an adjacent
area that's not directly related to
engagement. But I assure you
that middle managers and supervisors play the
most single important
factor in determining overall
engagement levels in an organization.
But the quality of the relationships
that employees have with their immediate
supervisors.
This has been shown time and time again and overwhelmingly
determines the level of engagement.
they can account for as much as 70%
of our engagement
So if you've got bad managers
you're going to have poor engagement.
So, having that leadership training available,
making sure that the new manager's are coming
in who're mostly millennials and re fire some
different instructions to what makes a good manager
and how to develop strong informed
relationships with employees.
You've got to make sure you're customizing that training
to the incoming manager, that are
revenue leaders.
one thing before I leave this slide
that I want to say as a caveat, and that's that
sometimes engagement is
not in your control. So this slide
focuses on why we haven't
fixed it from an organizational perspective
But we can't always fix it.
Sometimes somethings going to be going on
in an employee's life
that we have no control over. Maybe they're
having a personal crisis.
Maybe they're trying to start a business on the side
Maybe they're just really bored with your
organization's mission, vision and values.
And we can do our best.
But sometimes we are not going to be able
to fix an individual's lack of
engagement.
And so that's why we have to think
about what we talked about today is
whether it's worth it to do so or not.
So I'm a futureist, I mentioned that earlier
on, and one of the things that I
focus on is
where the future of work is going
and how engagement relate to that.
So let's talk about a few areas
where we're going to see engagement
likely to decrease again,
perhaps more so than it has in the
last two decades and what we really need to be
aware of and looking out for.
So advances in data and computing you're all
familiar with
This means we can work anywhere. We can work
any time. And we do. We take our devices
to bed
so they are there through our sleep and relaxation
time. We worked with teams and people
all over the world, we're constantly on Tech outside
that you notice traditional business hours
and still working.
It increases flexibility, but
as a result, remote employees actually
end up working more because
there's no commute, no distractions, no noise.
It's only natural that the amount of work
actually completed in a day goes up.
But some workers also are worried
about proving themselves to bosses
to they tend to work more than expected,
and we also see what is known as
tech fatigue. There was a study
last year done by a partner of mine called
harmony.
They're an app
that measures health with an organization
and that
survey found that about 75% of
people recorded having more
than five apps
open at once
and that Now those workers are increasingly frustrated
because they have to pay attention to what they perceive as
too many
applications and data sources.
So this is something
that's going to be a reality when it comes
to how we cope with engagement.
Overwork is another thing. So
I already alluded to that a little bit. Let
me talk about this a little bit. More
jobs were scarce during immediately
after the recession. Global
employees willingly took on lots of
extra responsibility in order to stay safe.
But even when things got better, many
companies realized they could do just fine
with less and they never staffed up again.
We have a recent study by Quarterstone on
demand that shows that 70% of
employees are suffering from what is known as over
abundance on work
and 2/3 feel that work overload is
being most significant factor that
negatively impact their engagement. In other
words, workers are blaming
overwork itself
for their lack of engagement.
and it's something that we really
have to watch because it's very difficult for
us to control how much people work. and in fact
how much we're encouraging them to
work. A couple of
other things involving employee mental health
we have a generation that is known
as the sandwich generation. They are
the individuals
born
or... I don't know if I'm going to talk about birth
years right now... but they're roughly between
30 and 60 years old now.
They are raising children. They're coping
with aging parents and aging grandparents.
They're into their spirituality. They're into
hobbies.
into having a side businesses.
And essentially, they're trying to do
so much with their times that
work might not be the 100%
thing that they're focused on
at any given time.
So this is something we have to recognize is
a reality for our employees, and it's only
going to continue to be a reality. As
people get stretched thinner and thinner and
thinner in years to come and related
to this, we're going to see more mental
health crisis.
You probably have noticed the news that there's just
a lot more information out there
about mental health difficulties, and in fact,
research shows that Generation Z,
which is the youngest generation in the work force right
now — they are
about ages
well, 12-23 years
old right now. They are teenagers and
are very, very young, entry level employees.
They have higher anxiety and poor mental
health overall than any previous generations.
That means as they're coming in, their
engagement, being negatively impacted
by already pre-existing mental health
conditions. And unfortunately, there is something
that becomes the organization's problem.
So when you're thinking about engagement,
you have to be thinking about mental health.
Let's spend the next three minutes or so talking
about how to spot disengaged employees.
What are the signs that you should be looking
for? That somebody really tell? Given
all the mental health concerns,
it's really important to be on the lookout
for these. Yes, it does require
that you all have a little bit more
attention. If you encourage your fellow leader
managers to pay attention,
let's start with this draw so employed
for disengaged, they'll withdraw from
any non necessary conversations directive
that all can do always a minimum to get by.
They'll decrease their productivity they'll no longer
give discretionary effort. We're taking
initiative on behalf of their own professional growth.
There might be a lack of participation in team or
one on one meetings.
they might decline to participate in inside
conversations that normally after the meeting,
and they're not that interested in helping
others. If they're confronted about
the withdrawal the might not be fully honest
about it. You might suspect there's more to the
story. Next, they're changing
patterns. This is probably not a surprise, but
engaged employees are reliable. That got recognizable
routine
when a pattern changes the someone who was previously
vocal in meetings and is unusually
quiet. If someone who is a star performer
has a deadline split for their work quality
diminishes.
It's definitely worth taking a closer look.
a clear sign of employee disengagement is
very new, complacency
where it didn't previously exist.
and what Manager employees need to be doing
is having a two-way honest dialogue
about how performance is going, expectations
and overall,
before full on disengagement ever become
an issue. After theism is
one attempted surprised people because there
are, after all, a lot of reasons why
employees can be gone from work.
So it doesn't necessarily mean you were
disengaged. But the truth is really
engaged. Employees find a way to
be at work usually or
to at least get there look done. So
being M I A is usually
not negativity.
One. Help help sign that and
avoid disenchanted with the organization
act out that disenchanted by naysaying
new ideas and opportunities
that other people bring up the drive business
forward. We have to do as everyone
at Friday's.
But with someone starts to be comforted. Coworkers
or clients,
that's a huge red flag.
It could be born, and it could be the employees
not feeling hurt and overly frustrated.
So don't try to get angry with a person,
a test, take them aside and have
a conversation.
And then, finally, the last one here.
Cynicism,
inefficiency,
engagement from burnout.
And so I
alluded to burn out for how you're just
when his stress Tuesday in
and these three boys you've gotta walk out for
business days could be people that against
my former
they could have been engaged at one point.
But for whatever reason, they didn't have the tools
to preserve their own well being.
And so now they're exhausted, their cynical,
inefficient and their descendants
under all the things you want to be looking
for. Now let's talk a little bit in
our last few minutes here about interventions.
What can you do that
you got an individual or you got a systemic
problem? What do you do
couple of suggestion.
Romney number one, and we're
starting with individual initiated,
sustained dialogue.
This is difficult because it does require
addressing a problem that might be uncomfortable
to talk about. But rocking
it under the rug is only going to increase the
disengagement. It's never just
going to go away.
So sitting down here, please, preferably in
person and having that dialogue.
What's going on?
Don't leave him to be defensive
caring. Show that you really have
their best interests at heart and you want to help him
overcome. Overcome Whatever is going
on. Morley want to build relationships
not between HR and the employees
or the manager of the employees, but relationships
throughout organization. Other
people who confirmed measures on my ex con for
a period of disengaged with themselves, but not on
the other side.
This is still in hating. Overall
strong personal bombs
between the disengaged person and other
people in the organization
are important.
Revisiting gold Very, very critical.
We I'm finding a lot with adult performance
management. Problem is getting a little bit better
where we do read it a gold more
frequently, and therefore people are working on things
that are no longer relevant, which can absolutely
lead to disengagement. But make
sure that the person is working on stuff that they consider
to personally meaningful, helping them
to drive their professional. And if they're not,
move them on something else.
Make sure that they're not stopped in a situation
where they feel like they can't add any true
value. And they're not learning anything
or growing or gaining anything
for themselves or their own career.
Oh, other things to do. Promote
collaboration.
I will be a lot of increased this engagement
among people who are remote workers. No, we're
not gonna stop that friend of remote and
virtual work that's going to continue to
increase. So instead, what we can do is offer collaboration
tools that enable people to talk
with each other more often so that
they can hear their frustrations that they can
work to overcome problems.
So where you can use technology to do
that and your technology is to facilitate,
shout out to people
says that helped get them on a better
path that might make them feel better about being in
the organization.
Try to get rid of your bad apples wherever possible.
One thing that's happening a lot is that when there's
an issue between an employee
and a and
a supervisor,
HR would usually take the supervisor
side. And the athletes are very, very
Lear delineated information
so recognized that it's important to
be very objective here and to show
that you have decency and compassion
from whatever did the employees
going through
And remember that a leading indicator of disengagement
is that relationship with a supervisor. So try
to root out
bad supervisors where you can't
And then the park I was in the most time on
here is to assess honestly
whether you want to keep the person. Earlier on,
I alluded to the fact that someone
gave me is not in the company's central
and they're going to be employees.
That investigation is really not
a whole lot you can do about it,
so I want you all that after. So this whole question
they have managers. That's the questions
to Steve if that person is really worth fighting
for. And here comes the first wall
that the employees have skills that
you had to perform well in this position and actually
make a profit.
This simply recognize that their behavior
is probably that there's an issue here.
If whatever, the reason for this engagement was
fixed right now
with that loosens performance chief
talking to them about it
and if the answer is immediate hopeful
and probably this person turned around.
But if they answer won't
o. R I don't think so, then
something could be a detriment not just to
themselves but
the team. That margin and you should
sitter
measures to reassign them or even
determinate
isn't motivated to make this better,
say action.
If the employee performs positively about,
then you should make sure you outline the benefit
of improving the behavior
and the consequences of not making it.
You conducted it informally or officially
in a form of personal development plan. But
that will help you after King, whether you're not
whether or not you're liable for that
look about larger interventions. So
it's engagement
down the problem that you're having an organization
large
of a couple things that you want to do
one better.
What's going on Currently, we return to
the why
managers have to be looking at engagement
at the hierarchical structure, starting with
Basically I didn't pull you have in moving tours,
the ultimate personal professional growth
helped you to again go back to
that day and determine Where are
you in terms of season?
You can ask your employees, for example.
Do they know what's expected of them in the role?
Do they have a training resources to expel?
Do they receive both recognition and destructive
dies from their manager? Does their manager
care about the person?
This is a basic
to navigation of the union. Make sure you have.
Then you can move up
and get a little bit more substantial.
You can ask them. Do they believe their fellow team
members are negation? Want to do great work to
our this? They are in the mission and purpose of this
organization
and how their work in tactics
do they feel integrated into the
team? The one you
asked the flesh is you need to identify
the pain points that you have.
What a pattern here. Where's the weak link?
Very, very important.
Now, reading engaged culture is
driven from the top down. We all know.
So once you've identified the pain points, you
have to engage her in your leader
in any
implementation of a plan
that's going to have initiative and
you're in the need to make sure your senior leaders are
able to help you communicate about them. And
the leadership team should also be involved. Is
stuffing specifics of execution and
meeting regularly to review the
plans? Problems.
Ultimately, the plan to be high tech and high passions
have clear goals.
Associate ID. I always recommend I night,
but I'm gonna bring this up again, conquering one
thing at a time of silence.
That very difficult. Finding your main
responsibility speech one determined
ahead of time Travelers will be measured
tractors, ultimate envoy basis and
then one extreme.
Publicize
these results and grow your business
over time.
Very important to
recognize that including gauges, iterative
practice. You're never gonna be officially done.
And what employees that you've won here
may not develop the next year, and we can
forge it. Keep up
with your workforce is concerned
so really quickly on budget and reward
employee engagement. It is hoping particularly have
a disengagement problem already. Recognize
you. Name me to dangle a carrot
in front of your employees to Cassidy surveys.
Honestly, I take steps on their
own behalf to increase their engagement. Yes,
this sounds a little frustrating wires be motivated
to engage themselves,
and I understand that frustration. But the same
time I realized that you're fronting the improvement
from your organizational perspective, you need the
bias. So a good reward three
stairs and then have a
budget for this. Before you start,
ask yourself what's possible with the money that you have,
what you want with it,
and plays for how you're sensible change.
They wanna get positive, going ahead it out
again
After. Please the question. You have to be prepared
to do something with the answers,
and you want to make sure that you have money
to actually do something as opposed
to just about it
really quickly before we go to question. If I want
to illustrate a quick case study
of an organization that, too and great work
and using technology to create that high
fact touch experience
and we have gilded they are global peril
manufacturer.
A head office in Montreal. They've got about
50,000 please globally, with operations
in North America, actual American,
the Caribbean
and what's an important part of their stories that
they operate in three languages English, French
and Spanish.
So a company of this God has been
kind of geographic distribution,
have have really regular noon clear
communications in order to cultivate
that sense of engagement that we're all after
and each one taken place, drills they have
to fix that are turning
in that location. But they also have
to come together as one organization.
So Gillman work with a group
to build a portal, Paul Gillis,
which is
a place where the central I've used
advanced three forces and policies in the
reader or languages.
But just a couple things that I want to point
out that I thought were interesting Aki portals all the
time. So
this thing that I hope for a little bit different are
really in station. Increasing features the
recognition now, which is an area where employees
in real time recognize
contribution. The 13 a mate
and global, still an entire region,
have a shoutout, translation and localization
of the entire drafting. And with the profits of documents
elaborately glad that you're talking
about you conform at an article, the other languages
on a native speaker concludes, translated copy.
This one is the final
line. Well, sure, that
super issue no one ever faced about
having an I P. Pounder.
So we tried to make a lot of
changes internally. It's part of most
organizations change management
profits. But when I see
a Providence, don't was going on
and they don't have their materials working
for them
leading House investigation. So I'm not talking
about things like this, because I I honestly
think that the majority
doesn't even occur like that, I d.
Because this engagement.
But the deal, The exact portal
has gone out of its way to address
some of those I related problems
that typically
house. And then finally, they
use the portal for training before
it would take them about six months to get 3000
police completed training,
and they were able to do priest back by
five months. So at the end of one month,
they have a saying other people to complete
the training of the interrogation.
So overall they had a huge success
and really interesting result. Little portal of
high tech and high touch, where people can feature
share. I'm an ankle biter. Look across
the organization,
the one outside the review. We will go to elections
and I lost the running back over Michelle.
Perfect. Thank you, Alexandra. I realized
that we're at the 30 minute mark for the weapon. Er,
if you mean to drop off, please do. You
will get a copy of the recording
before we get into question. Um
wanted to give a quick plug for a sponsor,
which is a glue,
I think, when we look to simplify her
during towards digital transformation, our
mission is to create digital workplace solution,
which is fire employees to be
more connected and engaged in the workplace.
You can think about is the next generation Internet,
but at the end of the day were additional
Workplace Solutions company. We connect
people to each other information
and to the technologies they depend on.
We help our customers building sustained digital
destination
like Alexander mentions with Gildon
that are beautiful, easy to manage and
solution oriented.
Our portfolio of digital workplace solution
integrates with the obscene system your
business currently relies on and
centralizes this information for single
source of truth.
Our digital workplace platform helped organizations
form a digital representation of their
physicals, base
and culture,
bringing people communications,
collaboration, knowledge, e
knowledge and the technology
into one central place online.
But it's not merely about a centralized
digital destination. It's what you actually
do with that
increased time to value for customers. A GL experts
take the most common challenges. Our customer space,
whether that's one of the challenges Alexander touched
on today, such employee engagement,
promoting collaboration, engaging
with senior leaders or completely different challenge.
And we have built them into fast to deploy and easy
to configure solution.
And with that, I'd like to open up before two
questions. If you do have a question,
you can submit them through the chat in the bottom
left hand corner of your screen.
And while we, by the way, we
you go ahead.
I was going to say
that if you needed to drop and
you want to send me a question
for me to get back to you individually, I
believe we've included my contact info
right here, Michelle.
So you can feel free to, you know, only directly.
He don't have found after question right now.
And likewise, if you have questions about how
you can help you, um, best place
to go. It's dr dot com backslash.
Gemma more than happy to help you
out, looks like
way
we have a question from the pole
that, as you suggest, sending out a sturdy
for employees help identify themselves as
disengaged. I feel like our work has
a lot of employees were disengaged but perhaps
don't want admit their loss of commitment to the
agency.
Um, I think this is a great idea, and it could
be part of that larger survey to determine
where you're at
and what the specific problems are because
I think not only important to identify the people
are but but why
is it more of a personal thing, or is it something
organization is doing? And how
do you match that to other issues that
might present himself? For example,
that
organization that I worked with that was having a problem.
The turnover? Is it something that you can
tie it to something else?
So you actually should ask again.
The anonymity is a really important part of it,
so make sure that you're not requiring
people to die bold
hold for specific information. And this
is again where the relationship with the manager
comes into play and that person trust
their managers, and they might be willing to be more
forthcoming about more specific details
the great one.
I think a follow up to that Woz. If
so, which is what you were going with, What
questions would you consider necessary
on what questions would be off limits?
Well, this is a good one. Personal, depending on
your country. I know we're in International Group
here. You want to be able to ascertain
what legal asked employees and what's not.
So that's the first thing you should do is
there are things that you
and I would avoid
prying too much people personalize
our survey just because I've
actually done research in this area that shows
that back in a couple of ways, some
people can appreciate it, and some people might find
it very interesting. So
you want to ask people like this and we can
provide you with questions and you get all those
down. But the questions that I asked about
basic needs
needs that were more middle of the road
that helped get to that
that level of engagement versus
anything that might be tuned
to crossing the line, which I think is what Maria
our medical is asking here is like
what, what? What was over the line? I think
that depends on your individual country.
But I think also
you want to get to those basic needs
that are relevant to be impolite
in the context of working in the organization.
First, is there in life
for sure? Let me show you what a fence.
And I think speaking of those employee
surveys,
a couple questions here about the optimal amount of time
for doing them. Like, should they be doing them once
per year or every other year? Or do you have another
time band that you recommend?
Oh, I love this question and I should have been urgent, proactively,
without having to ask it. But I would
recommend as a very, very minimum
every two years
because I think,
like we were saying, Things do change.
Different disruptions come up different trends.
Individual situations change. A lot of people
are going to be. I'm switching into different
roles, and that might affect your engagement.
So at the same time, though, I recognize,
but it's expensive and time
consuming to do this kind of thing. They ever two years,
ideally, once a year. I don't think you
need to do official surveys more
often than that, although it's very humbled to have
that agile feedback mechanism
between managers and the employees to talk
about engagement issues every couple of weeks,
I would think
Glaze
looks like we also have a question here. Could you talk
a little bit of Bo had approached disengagement
after an acquisition. I imagine that could be quite
challenging.
Uh, yes. And this is a huge problem,
given the number of acquisitions on, you know, invalidation
happening in most global companies now,
I think t realize it's going
to be a factor
so many times they approach acquisitions. And we're
like, Well, you're you're lucky to have a job
or you are
someone you should be grateful to be
here, And you should be killing the
line of the new organization,
recognizing the fact let's create a lot of resentment
and that it's psychologically difficult for people
to make changes like that, to be inspired by other
organization and having to integrate into the
culture.
So you have to be honest about it
and show that you really care about this new group of people
that you want to see them succeed, that you want
to know what they bring to the table. Surveying
them immediately
upon coming in
will help you identify what engagement problems they're
bringing from their prior organization.
And what is
boys? Be specific to yours and
how you move for an off the shows
the commitment to integrating these new
folks into the organization. But again, going back to
what we said several minutes ago, just that
you don't intend to do anything
is better not ask questions.
So I only get
this new group of people you've just acquired. Should
you, you delved into their potential
or visiting
different agents.
Great advice right there. And it looks like we'll
have to cap the question at this point.
If you did have a question, we will be sure to follow up
with you afterwards. And like we said, both Alexandra
and glues contest information is up on the
screen.
If what we've talked about today has resonated with
you, and you would like to find out how a group can help,
be sure to contact us. We'll do a free digital
work places with you, review personal
business challenges and help suggest a solution.
On with that. Thank you for joining us and have
a great day.
Thanks, everyone. Thank Michelle. Thank the glue.
Carrie was