Managers are crucial to the motivation and productivity of a team, which of course in turn are crucial to overall business performance. Whilst managers may differ in strengths or style, we feel there are some key steps any manager can take to affect real improvements in employee engagement.
Sometimes engagement is something only addressed at a new employee's first review meeting - it should begin on their first day, if not before. A buddy scheme or more formal induction programme are effective ways to show a newcomer the ropes, but the basics shouldn't be neglected. Existing employees should always be briefed on new staff arrivals in order to welcome them, and simple things such desk space, an email address etc. should be seen to before they arrive - an easy way to make them feel like they matter. Once begun, all new employees should be invited to any events, given a welcome pack and shown around the department.
Managers should regularly speak to employees individually as well as holding team update meetings, being available and taking time to form individual relationships with their team members, such as finding out about their weekend, holding social events or having conference calls with staff away from the office. Of course not all employees will value small talk or wish to share details about their interests - a manager must take time to get to know their communication style.
Whilst the manager is responsible for overseeing the employee's role, they should allow them input into defining this and allow them freedom and authority to make certain decisions. Their work tasks and goals should be realistic and transparently linked to broader business goals so they can see their importance to the bigger picture. Managers must regularly and formally assess performance against clearly identified objectives - with reasons for good and poor performance being identified and the same procedure being followed for any individual.
Not only should managers actively listen to their team, but they should be seen to take on and respond to feedback - something essential to building trust and a strong team. Managers should take time to give an adequate response to employee concerns and avoid the temptation to respond to someone quickly by saying want they want to hear or attempting to underplay the issue. Again communication styles should be considered to ensure all voices are heard - group briefings or formal meetings may suit some, whereas others may prefer an informal lunchtime drop-in. Whatever approach is taken, consistency and care to offer all employees the same attention are critical.
Employees should be offered personal development that will improve their job performance and allow them to develop new skills, whilst linking to business goals. Managers should take time to discover what an employee's long-term goals are and then consider how to address them - work-shadowing, coaching and mentoring can all be ways to improve job satisfaction at a low cost.
Possibly the most valuable thing a manager can remember to do is say thank you - two words that will make employees feel valued and motivated. Building on this, internal communications can be used to highlight success of individuals or teams and award schemes should be implemented, whether random rewards for employees who have exceeded what was expected or events to thank a team.
Finally, a manager should not neglect their own development and improvement, such as by gaining feedback from their team, speaking with their own manager (360-degree feedback can be particularly effective for managers in senior positions) or working on their own development through coaching perhaps with psychometric testing.
For related advice don't miss LCP's guide to internal communications and Business Link's guide to employee engagement.
