high-performing team members. The manager’s role is no longer simply to tell staff what to do and how to do it (a “command and control” management style). The manager acts as a “servant leader” who nurtures employees’ individualism and the diverse ideas that can come from a working team. The manager guides the team forward and provides coaching to meet goals. A survey of workers in health care and other fields conducted by TINYPulse in


2019 found decreasing loyalty, decreased feelings of recognition by employers, and a sense of culture in their workplace as being weak.9


A 2018 Gallup poll of employees


across various professions found employees want better work-life balance and better personal well-being; in fact, 91% of employees report the last job change they undertook was in order to meet this need.10


Given the desire to enhance engagement


and provide the positive culture and environment for retention and growth of em- ployees, managers should investigate different initiatives and tools that can help, and ways to show recognition that employees will appreciate. Managers have various means to improve engagement. How a manager helps


improve employee engagement will depend on the results of measuring engagement. After the manager shares the results of an engagement survey, it’s important to involve employees in interpreting the results. This includes looking at the themes of what is working well, identifying areas for improvement, generating ideas of what could be done to improve the situation (from the employees’ perspectives), providing a supportive environment where all team members have a chance to provide input, and formulating a plan together. For example, if a particular workflow or process is identified as problematic, the manager can partner with employees to better un- derstand the current challenges, form interdisciplinary workgroups if the process is dependent on work streams from other departments, facilitate shared problem solving, set a timeline, and determine how improvement will be measured after im- plementing changes. At the core of engagement are four essential needs: the need to build trust, ex-


hibit active listening, be honest, and be supportive in your responses and actions. Guide your employees to utilize their individual strengths and talents so they can believe they are part of the outcome. Their trust in you will grow when they believe you trust them to perform in this capacity.11


Consistency in your actions will also


help strengthen trust. The performance evaluation process is an area that can be adjusted to meet


business and employee engagement needs. A change from traditional, formal delivery of an annual performance evaluation to more frequent and informal eval- uations may prove to be more useful and meaningful. An informal evaluation may include a note to file for your tracking purposes if your business does not have a formal midyear or quarterly evaluation plan in place. Plan on more frequent meetings with your staff throughout the year to provide opportunities for open dia- logue during which the employee can update you on any issues or concerns as well as any desired roles or activities. These meetings represent a prime opportunity to demonstrate your ability to listen, coach, and recognize employees’ input. Having more frequent opportunities for direct communication will help build mutual trust and enable stronger work relationships with employees.


CHAPTER 7: Professional Staff Development


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