HRO Today April 2016 - 47

Workforce Management
A good recipe for
employee engagement
revolves around the
three Ps: Pay, passion,
and people.
While each group believes they play the biggest role
in defi ning the workplace culture, the data proves that
everyone has a part in molding workplace culture-for
better or for worse. It can be destructive if everyone isn't
on the same page. For example, if HR rolls out new core
values and employee branding, but managers undermine
the initiative, then it is management who has ultimately
defi ned the culture.
What's worse: 28 percent of employees said no one
defi ned the culture at their workplace (7 percent of
managers and 5 percent of HR agreed). This means
something is seriously broken at more than a quarter of
U.S. organizations.
Employees feel much more appreciated, committed, and
personally fulfi lled when they understand how what they
do on a daily basis contributes to the overall success of
the company. Without a sense of ownership, employees
become actively disengaged.
2. What matters most to employees? Organizations spend
a lot of time, effort, energy, and budget to create a place
employees are proud to call home. But are they focusing
resources on areas that really matter? The data says maybe
not.
Employees listed the top three culture attributes that
matter most as:
1. Pay;
2. Co-workers who respect and support each other; and
3. Work-life balance.
When asked the same question, managers and HR didn't
name a single top-three attribute cited by employees.
HR cited managers and executives leading by example
Leading for Tomorrow
Now that Millennials make up the largest percentage
of the workforce and are moving into management
positions, training the leaders of tomorrow is top
priority. Retiring baby boomers not only leaves a large
technical skills gap, but a gaping soft skills gap as well.
The good news is that 72 percent of HR leaders say
they invest in training and development to preserve
and strengthen their culture. Focusing those training
dollars on the development of 20- and 30-year-old
future leaders will pay the largest dividend. Creating
leaders who motivate, provide effective performance
feedback, and make decisions quickly yet thoughtfully
is the most effective way to inspire passion and
purpose in the rest of the staff.
and shared mission and values as top needs for a great
culture.
Fair pay is table stakes, and nearly always listed as a top
reason why people quit. Workplace relationships-both
with colleagues and managers-also tops this list. Sprinkle
in having enough time outside of work, and it boils down
to a simple question for employees, " Am I being treated
fairly at work? " A good recipe for employee engagement
revolves around the three Ps: Pay, passion, and people.
While pay can be controlled, passion and people must be
developed.
3. Are benefi ts a competitive differentiator or status
quo? HR named benefi ts as a top-three attribute that
mattered most to employees. While employees may not
APRIL 2016 | www.hrotoday.com
[47]
http://www.hrotoday.com

HRO Today April 2016

Table of Contents for the Digital Edition of HRO Today April 2016

HRO Today April 2016 - 1
HRO Today April 2016 - 2
HRO Today April 2016 - 3
HRO Today April 2016 - 4
HRO Today April 2016 - 5
HRO Today April 2016 - 6
HRO Today April 2016 - 7
HRO Today April 2016 - 8
HRO Today April 2016 - 9
HRO Today April 2016 - 10
HRO Today April 2016 - 11
HRO Today April 2016 - 12
HRO Today April 2016 - 13
HRO Today April 2016 - 14
HRO Today April 2016 - 15
HRO Today April 2016 - 16
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