Employee Engagement: Let The Fakery Begin - InformationWeek

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Employee Engagement: Let The Fakery Begin
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nasimson
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nasimson,
User Rank: Ninja
11/28/2014 | 9:25:12 PM
Re: An enigma wrapped in a mystery
> Management via platitude is apparently a class offered in every HR tract in the country.

Management education does not teach much about human psychology. Resultantly when business managers become people managers, applying tactics that work well to manage business dont work well to manage people.

Result: People change their bosses, and as a consequence change their organization.
Brian.Dean
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Brian.Dean,
User Rank: Ninja
11/28/2014 | 5:37:09 PM
Re: Great post...stating the obvious...obvious for some
Good points, if information about the company is not provided to its employees and departments are working in isolation then, margins will never increase, profits will not be earned and wages will never increase. Or, an alternative possibility is that one department is doing all the work/innovation and the other departments are displaying free rider characteristics.
asksqn
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asksqn,
User Rank: Ninja
11/27/2014 | 10:31:51 PM
An enigma wrapped in a mystery
Management via platitude is apparently a class offered in every HR tract in the country.  It's a ::MYSTERY:: why employees don't seem to be immediately motivated to lick bootheels a lot more frequently and of their own volition.  o.0

 

 
Angelfuego
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Angelfuego,
User Rank: Ninja
11/26/2014 | 11:21:21 PM
Re: To get engagement, be engaging
@Grumpy IT, you are so right. I laughed out loud when you outlined two probable reasons for disengagement in the workforce, because I totally relate to those 2 points. You nailed it and it was well stated.
Charlie Babcock
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Charlie Babcock,
User Rank: Author
11/26/2014 | 6:30:21 PM
To get engagement, be engaging
"To get engagement, be engaging." That's actually hard for the employer to do. Leaders of the company have to be willing to talk with people, which includes listening to them. Talking with people is different from talking at them. And at the same time there's a role for leadership. People are looking for it and respond to it. But it's the nature of the conversation on the way to leadership expression that's hard to get right,  
Number 6
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Number 6,
User Rank: Moderator
11/26/2014 | 6:13:56 PM
Re: "HCM" lingo has to go
No, it goes back further than the layoffs that came with the "re-engineering" (blech!) movement. It goes back to when the Personnel Department was renamed "Human Resources."

Then the local HR people were all centralized in HQ, then a lot of their functions like benefits administration were outsourced.

It's interesting to note the high turnover in HR itself. Like they know something we don't.
Stratustician
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Stratustician,
User Rank: Ninja
11/26/2014 | 2:16:39 PM
Re: "HCM" lingo has to go
Oh, I agree with you so much here. I've worked at organizations where they touted "We love our employees" and then hide behind the management ceiling as it crushes the potential of these employees.  The nice thing is rarely you do find organizations who actually do focus on employees, and as a result you can feel the difference in employee engagement and individual contributions.  Funny enough, one of the companies actually banned the term HR from the org charts in favor of People and Growth, which already illustrates in that one gesture, that the committment to employee engagement and development is there, not just a used as a term to fake this mindset.
moarsauce123
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moarsauce123,
User Rank: Ninja
11/26/2014 | 1:29:11 PM
Great post...stating the obvious...obvious for some
HR considering employees "human capital" says it all. Anyone who uses that term already discredits employees as persons and sees them only as an expense line in a financial statement. That aside, expecting engagement or increasing engagement requires a lot of effort. After all, you need to pay people to do the work in the first place. Engagement coms when people actually want to be there and work because it is self-fulfillment and joy. That is something that comes from within as an organic development, that cannot be planned.

The most powerful tool for management is to listen and help. When an employee comes to her or his manager and talks about a problem is it a cry for help. Managers need to help the employee to fix the problem. Management doesn't even need to fix the problem for the employee, showing means of coping with an issue is already sufficient. Make employees welcome and valued, simple things like walking around and asking what each employee is working on and saying "Thank you!" does wonders. As does giving treats once in a while like catered lunch or teams going out to eat or just out of the blue end the workweek at noon on a Friday. Way more effective and often less expensive than any one of self-centered consultants.

It is similar to copying "20% time" from Google without giving employees a chance to spend 20% of their time on innovation or R&D by reducing the current workload per employee by 20%. Making this even part of an annual goal is totally missing the point. All it does is force employees to work 20% more or get marked down during annual review. That is not creating engagement, it only frustrates people beyond repair.
Todder
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Todder,
User Rank: Moderator
11/26/2014 | 1:20:13 PM
Re: "HCM" lingo has to go
Wow! Nailed it. Employees are chattel, and the old lines sbout "our people are our strength" is window dressing.

There was a time that HR had an omdudman-like role, while today at BigCorp they send out direction like the town cryer in the HBO Series "Rome". Managers listen, read them, scoff, and then move on.


There are still the Kool-Aid drinkers (mostly fake swallowers) who will tow the company line to prove what good mindless soldiers they are. We know who they are, and frankly don't care.
jharker980
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jharker980,
User Rank: Apprentice
11/26/2014 | 1:17:32 PM
If BigCorp actually had an exciting vision...
It's amazing to me how many companies spend time on this drivel rather than focusing on customer engagement, compelling business vision and equitable internal policies. If the company has a clue it's employees won't need to be coaxed into doing their jobs or working together in teams. They will realize quickly they cannot succeed without each other. Building a compelling business is exciting and hard. If your employees don't see how their work aligns to the success of the business it isn't their fault, it's the managers. Vision first... engagement follows.
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