Zappos, Danone, Castorama... mais aussi des PME, comme dernièrement Scarabée Biocoop, ont adopté ce système de gouvernance, qui supprime la hiérarchie pour laisser plus d'autonomie aux salariés. Les grands principes.
Being a manager can be an awfully lonely job. You get scrutinized for every move you make, and you rarely receive any bottom-up recognition — if you ever do. There’s no shortage of content written about employee engagement from the workers’ point of view. But engagement for managers isn’t talked about nearly as often, if it ever is.
Many books have properly outlined the power of effective praise and recognition. From Nelson’s books to Ken Blanchard and Spencer Johnson’s New One Minute Manager (and its predecessor) to Michael Lee Stallard’s Connection Culture (my favorite), the inherent need to create an approach and culture that validates your people is powerful and proven.
And for all the note card, bell ringing, and public praise methods, each author agrees on the most simple and cost effective method for engaging their people.
Engaged employees are more productive, have higher job satisfaction, and are more focused on customers, according to a Gallup study. But what exactly does "engaged" mean?
Boston University professor William Kahn coined the term 25 years ago, but there still isn't a widely accepted definition. What does exist, however, is a lot of frustration and myths surrounding the idea, says Rodd Wagner, vice president of employee engagement strategy for the consulting firm BI Worldwide and author of Widgets: The 12 New Rules for Managing Your Employees As If They're Real People.
"Once in a while, you will hear someone say he's 'engaged' or 'disengaged' at work, but not often," he says. "Even after two decades of HR using it, it's not part of the natural vocabulary among employees and, it's now safe to say, it never will be."
The problem goes to the core of the relationship between the employee and the company, Wagner says. "Employee engagement is what the business wants; it's strategic with a return-on-investment view," he says. "Happiness is what the employees want. If they each look out for the other's interest, the bargain works exceptionally well. It's human nature to reciprocate what we do for others."
Whether you strive for engagement or happiness, Wagner says there are four myths that leaders need to know:
Employee engagement. There’s that buzzword again. What DOES an engaged organization even look like? Scratch that, what does a disengaged organization look like? Wait, what do they look like in comparison?
Satisfaction, motivation, and happiness are like seeds, soil, and water. Without them, you can’t grow engagement. But on their own, they don’t create engagement. To grow crops, you need one more thing: the sun’s energy. To grow engagement, you need energy of employer and employees communicating, collaborating, building trust, and promoting shared values. That’s when magic happens.
This infographic provides a comparison of employees and their behaviors in engaged and disengaged organizations. Which type of organization do you work for?
By now, everyone’s heard 70% of the workforce is checked out. That’s why employee engagement remains all the rage among management fads. Yet sadly, many of the fixes being offered amount to little more than superficial techniques that don’t fundamentally change how people experience their workplaces, and more importantly, their bosses.
Would you say your employees are engaged at work? Let’s hope so. According to the Harvard Business Review, engaged employees are 22% more productive than their more forlorn peers.
Believe it or not, your management style or your policies may be working against employee engagement — even if it’s not your intention. If you find yourself guilty of any of the following, you’ll have to make some changes to improve engagement:
According to “Real World Leadership,” aKorn Ferry global survey on leadership development published this month, organizations understand it’s a whole new world where slow growth and disruptive change are the norm.
At its core, business is simply a network of interconnected conversations. And the health of a company can often be gauged by watching the interactions between employees and their leaders. In toxic companies, conversations are usually destructive and leave people […]
Employee trust in management and commitment to the company have been in decline for decades. Yet we know that trust and commitment are essential for high individual and corporate performance. Only a minority of companies have managed to buck this decline and have built companies worthy of the human spirit. How do they do it?
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