How Supervisors Can Keep Employees Engaged

thePoint
November 21, 2005

If you have supervisory responsibility, it's essential that you keep your employees engaged to help maximize their performance, make them feel appreciated, and generate enthusiasm at work.

Businesses with a high level of employee engagement have less turnover and remarkably higher percentages of customer loyalty, profitability, and revenues, according to customer care expert JoAnna Brandi.

Brandi indicates it has never been more important for managers to stop dismissing internal customer care as soft and unimportant. “Employees are not just humans 'doing,' they're human 'beings,’” says Brandi. “Today's managers must make it a priority to get to know them so they, in turn, can provide whatever's needed to keep their teams fully engaged in what they do. This creates wins for everyone."

Some people are "naturally wired to give their all and do their best no matter where they work," Brandi continues. "But most people require the guidance of skilled managers who welcome their ideas, ask for feedback, and generate enthusiasm to have a sense of purpose and energy about what they do."

Brandi offers nine management tips for creating and sustaining employee engagement:

1. Let go of any negative opinions you may have about the employees you supervise. Approach each of them as a source of unique knowledge with something valuable to contribute to the institution. Remember that you're co-creating the achievement of a vision with them.

2. Make sure employees have everything they need to do their jobs. Remember, just as marketplace and customer needs change frequently, so do your employee's needs. You can ask each member of your team, "Do you have everything you need to be as competent as you can be?"

3. Clearly communicate what's expected of employees—what the credit union's values and vision are, and how the bank or credit union defines success. Employees can't perform well or be productive if they don't clearly know what it is they're there to do and the part they play in the overall success of the credit union. Be sure to communicate your expectations, and do it often.

4. Get to know your employees, especially their goals, stressors, what excites them, and how they each define success. Don't pry too deeply or start counseling your team members. But it's important to show an interest in their well being.

5. Make sure workers are trained and retrained in problem-solving and conflict-resolution skills. These critical skills will help them interact better with you, their co-workers, and members. It's common sense—better communication reduces stress and increases positive outcomes.

6. Frequently and sincerely ask your employees how they're doing. Brandi acknowledges that it can be difficult for managers to request employee feedback, and it can be equally if not more challenging for an employee to give an honest response to the person who evaluates him or her. She suggests managers begin dialogs with employees using conversation starters such as, "It's one of my goals to constantly improve myself as a manager. What would you like to see me do differently? What could I be doing to make your job easier?" Accept feedback graciously and express appreciation.

7. Pay attention to your credit union's stories and rituals. Are people laughing at each other or with each other? Do they repeat stories of success or moments of shame? Brandi suggests staying away from participating in discussions that are destructive to people or to the organization, and keeping success stories alive.

8. Reward and recognize employees in ways that are meaningful to them (that's why getting to know your employees is so important). Remember to celebrate both accomplishments and efforts to give employees working on long-term goals a boost.

9. Be consistent over the long haul. “If you start an 'engagement initiative' and then drop it your efforts will backfire, creating employee estrangement,” says Brandi. “People are exhausted and exasperated from program du jour initiatives that engage their passion and then fizzle out when the manager gets bored. There's a connection between an employee's commitment to an initiative and a manager's commitment to supporting it. A manager's ongoing commitment to keeping people engaged, involved in, and excited about the work they do and the challenges they face must be a daily priority.”

This article was prepared by the staff at the Point for Credit Union Research and Advice and is published online at http://thepoint.cuna.org/. Reprinted with permission.