Complain to a colleague about an empoyee and they might tell you to just get rid of the person. You’re less likely to hear that you might get better performance by your staff if you give them more coaching, recognition or opportunities.
In traditional ‘command and control’ management, the assumption was that a staff member should do as they’re told and just get on with the job. If they couldn’t do that, they should be moved on.
The workplace has changed but remnants of this thinking remain.
With a more highly educated, skilled and mobile workforce, old styles of management are no longer viable, no matter how much we might believe life was simpler back then.
Using fear to motivate staff is not sustainable.
Those who continue to apply this model are short-changing their business and their staff. Here’s why:
- Companies that build a great culture by promoting well-being, treating staff with respect, providing coaching and modelling honesty and integrity have high sustainable staff engagement. These companies had an average operating margin of 27.4%.*
- Those that rely on traditional motivation, such as bonuses, had an operating margin of 14.3%.*
- Where staff were not engaged or motivated, the operating margin averaged 9.9%.*
- Companies with high levels of staff engagement posted returns 22% higher than the stock market average.^
- Companies with disengaged employees had returns 28% below average.^
- The top three drivers of engagement were career opportunities, recognition at work and brand alignment.^
- With only one third of employees, out of 32,000 surveyed, saying they are highly engaged,* finding a way to treat staff better is a huge, hidden source of competitive advantage.
What can you do to increase employee engagement, motivation and retention?
Your friends might not tell you, but we will! Or you could ask your staff…
*Towers Watson 2012, ^AON Hewitt 2010