19th May 2017

Organisational performance and the ‘happy employee’

Blog post

Organisational performance and the ‘happy employee’

An increasing number of companies are making employee engagement a crucial element of their growth and development strategies. And it is easy to understand why – recent studies found that companies with highly engaged employees are 43% more productive and generate 26% higher revenues per employee.

Furthermore, engaged employees have high levels of commitment and loyalty which lead to  lower employee turnover and attracting new talented staff. At the same time, engaged organisations are more innovative and have lower customer churn rates.

But each company is unique, and there is no bulletproof recipe that will guarantee employee engagement and the great benefits that come with it.

So how can business leaders uncover the ideal strategy for their employees?

Many companies think that employee engagement means a ‘fun workplace’, a set of documents that shows ‘a great company culture’, freebies, Friday night drinks, cool offices, team building and an annual ‘employee satisfaction’ survey.

But while these examples can deliver results, today’s employees want more. They want authenticity and to be heard. They want a clear strategy that reinforces the bonds between the organisation and employees.

According to a recent Gallup study, worldwide, only 13% of employees feel engaged with their employer.

Employees’ Needs

But how can business leaders truly understand employees’ needs? What about their pain points and how to specifically improve productivity and efficiency in each department? How can they assess if employee engagement is even an issue affecting their staff?

According to Gallup’s analysts, traditional employee satisfaction surveys are simply not enough. They only reveal employees’ perception on workplace elements that are not necessarily aligned with business objectives. The metrics resulting from these surveys don’t provide clear enough directions for improving workflows, efficiency or organisational performance.

So instead of focusing on the ‘happiness factor’, business leaders should try to understand where the company is today and where they want to be in the future. By looking beyond employee engagement as a single construct, they can align this with desired business outcomes and move the company forward.

Smart tools

Scientifically validated tools such as F1.1 can cut through the noise and scan the workplace, teams and overall organisational performance in a matter of hours.

With F1.1 business leaders can quickly identify not only any potential dysfunctions but also the strong values that can be significant competitive advantages. With this knowledge at hand managers can set clear work expectations, provide the right tools and guidance for their employees to succeed and significantly improve co-worker relationships and dynamics.

By assessing not only employee engagement but also company culture and organisational performance, business leaders can create a clear strategy for tackling potential problems and also a realistic set of actions and milestones for increasing productivity, efficiency and in the end, the company’s competitiveness.

The key takeaway is that you can’t enforce engagement on your employees. You first need to understand what a team’s true needs are and then create the right environment to leverage their full potential.

Also, each company has a unique personality and culture. Just because a specific set of actions worked for one organisation, it doesn’t mean the same system can be replicated for all and deliver the same results. Look at your organisation like a living, constantly evolving organism that needs regular adjustments to ensure its long-term success.


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