Professional Documents
Culture Documents
How To Cultivate Engaged Employees
How To Cultivate Engaged Employees
Presented By: Group 2 Arpit Sharma (141) Manvi Agarwal (142) Hema Sehgal (143) Soumya Jaykumar (144) Bhavya Kakkar (145) Shruti Jindal (146)
An "engaged employee" is one who is fully involved in, and enthusiastic about their work, and thus will act in a way that furthers their organization's interests. There is a growing need to cultivate such employees as performance level increases. Most upwardly mobile managers realize the importance of such employees. However, corporate hierarchy and compulsion to control their own fate can cloud that awareness.
Problem :Employees become reluctant to share their expertise. They may remain functionally interdependent, but the interdependence is ineffective.
Solution
To break the vicious cycle of control and disengagement: Managers must learn to glean contributions from employees. Managers must ensure that every interaction with a subordinate fosters mutuality. Managers must see themselves more as catalysts for problem solving as problem solvers per se.
1.BE MODEST
Brief
Related
c) Ideas and advice should be helpful d) Share both mistakes and successes
Problem-
Maybe suspicious.
Why does this happen?
Communication is multifaceted.
3.INVITE DISAGREEMENT
Problem: Despite trend towards flatter organizations, strong cultural and company norms work against dissent.
Consequences: Managers may have to struggle to get employees to do anything more than executive orders. Feedback elicitation may be a difficulty.
Adopt a more personal approach when dealing with team members belonging to other generations, cultures or professional backgrounds.
4.FOCUS ON AGENDA :
Managers willingly initiate disagreement in undisciplined way More time you put on agenda less time you have to discuss it properly Racing through parts of agenda causes consternation. Taking up lot of agenda in a single meeting results into:
critical issue being missed out time limit of the meeting being exceeded
5.DONT TRY TO HAVE ALL THE ANSWERS :Managers feel sense of inadequacy when solutions are elusive. They try to come up with an answer on the spot Compulsive nature sometimes overpower their decisions. It results in unexpressed tension among the subordinates.
What ought to be done? Manager should take the role of a catalyst for problem solving, than as a problem solver per se. Better managerial skill is a willingness to admit Im not sure what the answer is. Lets have the team toss some ideas about.
6.DONT INSIST THAT A DECISION MUST BE MADE :Conventional management wisdom holds that a flawed decision is better than no decision . But its not always favourable to be decisive . People stop giving their inputs as they think the person
has already made up his mind in advance already knows something that they dont will not respond well to frequent dissent.
What ought to be done? Build consensus. If you dont get agreement on a decision dont rush to impose one. Instead a process should be placed that yields the decision .
THANKYOU