Why has the alignment of company culture and employees’ values become so important? We all agree that company culture plays a role in attracting, retaining and engaging employees. But how key is it?
First of all, it is important to distinguish engaged employees from happy workers.
Employee engagement is the emotional commitment the employee has to the organization and its goals.
A happy employee does not necessarily translate into a contribution to the Engagement-Profit-Chain. At the bottom line, it is all about increased Business Performance.
Source: Forbes Online, The Engagement-Profit-Chain
Barriers to Employee Engagement
The study “Barriers to Employee Engagement” by the Zeno Group, surveyed 4,500 employees globally in the U.S., U.K., Canada and Singapore. It revealed that employees globally are concerned about the the company’s mission and values. In other words, the foundation of corporate culture and decision-making.
As many as 44 percent of respondents globally said they are concerned about their company’s values, with a substantial 38 percent saying they “do not know what their company truly stands for.”
Further findings illustrate the importance of the value alignment. It is important to realise, that 70% of employees consider their workplace not only a means to an end, but also an important part of their identity. In addition, 87% say they want to “feel like part of a family.” To put it differently, they are seeking a connection to their work beyond the pay check.
Source: Zeno, 2019 Barriers to Employee Engagement
Read more about the study and how to act on these findings here.
In addition, I selected for you articles as food for thought.
How to address Automation Anxiety? How can you build trust and create a safe and personal environment as a leader? Are you including your remote team members?
Equally important, listen to this week’s inspiring and entertaining TedTalk by Patty McCord (the iconic former chief talent officer at Netflix) on how to build a company people want to work for.
Media coverage in recent weeks has placed a clear spotlight on automation and its implications for the workforce of the future. As a result, automation is now emerging as a new item on the communications agenda, as management must decide how to talk to their employees about new technologies and the impact on the job environment.
With ever-increasing demands at work for both mid-level and senior leaders, the ability to execute and get things done is a key driver of success. But it can ultimately become a leader’s downfall, resulting in unintended costs for the individual, as well as for their teams and organizations.
In the age of social sharing, people who work together know more and more about each other. In general, this is a good thing for peers and leaders. Research shows our brains respond positively to people when we feel a personal connection with them. We try harder, perform better, and are kinder to our colleagues. Command and control management is on its way out, and bosses who practice empathy and make an effort to connect with their subordinates are in.
Research consistently shows that remote employees tend to feel excluded from the company culture. Remote workers report feeling as if they are not treated equally and often fear that their colleagues are working against them. When a problem arises, nearly half of remote workers let it fester for weeks or more.
Read about two strategies with proven success in terms of increasing engagement.
Most companies operate on a set of policies: mandated vacation days, travel guidelines, standard work hours, annual goals. But what happens when a company looks less to control and more to trust? Patty McCord, the iconic former chief talent officer at Netflix, shares the key insights that led her to toss the handbook out the window.
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