Sponsored by WORKFORCE DEVELOPMENT
Here’s to Making 2017 The Year of the Employee
Mark Woodka, CEO, OnShift
ment, employees are in the driver’s seat. They now have more job choices and higher expectations, than ever before. That’s why senior living providers should
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make 2017 “the year of the employee,” rein- forcing a critical focus on your greatest asset, employees, now and in the years to come. But in order for 2017 to become the
year of the employee, organizations must first look at their culture. An organizational culture that truly values employees is one that will pay off in spades. The key to an employee-first culture is
not just making employees happy, but also engaging them. This means that employees are committed and work toward the desired outcomes of the organization. The docu- mented benefits of an engaged workplace are astounding. Mounds of research point to higher profits, greater customer satisfac- tion, higher quality, and lower turnover, just to name a few. Sir Richard Branson, Virgin Group
founder and one of the most innovative and respected business leaders in the world, emphasizes an employee-first culture. “Take care of your employees, and they’ll take care of your business. It’s as simple as that,” states Branson on the company’s web site. It really is that simple, but how do you get
there? How do you progress from making employees happy to truly engaging them, so they, and your organization, reap the benefits? I can’t think of a more important area to
address right now than employee engage- ment. And, I’m not alone. Research from Deloitte shows that of 87% of HR and business leaders point to ‘lack of employee engagement’ as their top challenge. Isn’t it time to make a change? Here are some tips to get started.
16 SENIOR LIVING EXECUTIVE / ISSUE 1 2017
iven current labor market chal- lenges, the rise of millennials in the workplace, and low unemploy-
1. Build The Relationship One of the top reasons employees leave their jobs is due to the relationship with their manager. It’s not uncommon for a manager in a senior living community to have 20 or more direct reports. But that’s no excuse for not getting to know each em- ployee and communicating with them on a regular basis. One senior living leader I met with uses the “three fact method” with his management team. He asks managers to name three personal facts about each of their direct reports. If they cannot come up with three facts, then they have some work to do to improve their relationships with their staff. Managers could hold daily hud- dles with their teams, opening each meeting with positive messages and asking questions to encourage conversation. In addition, it’s critical to focus on new hires to engage them from the start. Make sure managers understand when new hires are starting so they can build strong relationships from day one. This will help new employees feel part of the team and increase their chances of staying long-term.
2. Value Employees One of the best ways for managers to show they value employees is by recognizing them for their performance and achievements. Of- ten times the best employees go unnoticed because leaders are consumed with manag- ing the more challenging issues among staff. For example, things like showing up to work on time or picking up extra shifts can be taken for granted. If managers track these behaviors, they can see how meaningful they become, especially over time. Be sure to recognize employees for their hard work. For example, at monthly company-wide meet- ings I present top performers with a plaque highlighting their contributions. It has been a big hit among our staff.
The key to an employee- first culture is not just making employees happy, but also engaging them.
3. Give Employees A Voice It would be impossible to create an engaged workforce without listening to employees. But first, the channels must exist for staff to com- municate openly and share feedback. Annual surveys are going the way of the dinosaur. Instead, offer more frequent inquiries and analysis so managers can get feedback in real-time and quickly act upon what they learn. Urge staff to communicate improve- ments and empower them to help make the change. Involving staff in the solution will give them more skin in the game, so they become more connected with your organization. Fostering a culture of engagement is not
something that happens overnight. Com- munication, value and voice are important factors in determining your path to success in making 2017 the year of the employee.
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