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3. Notes
A few questions proved to measure the difference between engaged employees and those that are not engaged. They measure the core of a strong workplace.
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to do my work right?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last seven days, have I received recognition or praise for good work?
5. Does my supervisor or someone at work seem to care about me as a person?
6. Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the mission or purpose of my company make me feel like my work is important?
9. Are my co-workers committed to doing quality work?
10. Do I have a best friend at work?
11. In the last six months, have I talked to someone about my progress?
12. This last year, have I had opportunities at work to learn and grow?
These were tested across 2,500 business units and 24 different companies – the simplest way of testing.
RCM
16/02/2009
1
Business units were scored positively if they had higher levels of productivity, profit, retention and customer …show more content…
To do this, they have to break many of the conventionally accepted rules.
Their creed is:
“People don’t change that much. Don’t waste time trying to put in what was left out, try to draw out what was left in, that’s hard enough.”
Great managers play a catalyst role in linking individual talent to performance. They have four key focuses.
1. Selecting staff
How much of a person can you change? It is important to recognise the difference between Skills, Knowledge, and Talent. The first two can be learned, the third is inherent.
2. Setting expectations
Focus on performance today, not on some future vision
Balance conformity with the ability to exercise one‟s own style
Balance today‟s need for standards and efficiency with need for flair and innovation RCM
16/02/2009
2
3. Motivate
Only resource available to manager is time – where should he/she spend it?
Should he/she focus on high achievers or strugglers?
4. Develop
Do you help people to be promoted? Or to find the best fit?
Can you get too close, particularly if you may need to move someone
A few questions proved to measure the difference between engaged employees and those that are not engaged. They measure the core of a strong workplace.
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to do my work right?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last seven days, have I received recognition or praise for good work?
5. Does my supervisor or someone at work seem to care about me as a person?
6. Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the mission or purpose of my company make me feel like my work is important?
9. Are my co-workers committed to doing quality work?
10. Do I have a best friend at work?
11. In the last six months, have I talked to someone about my progress?
12. This last year, have I had opportunities at work to learn and grow?
These were tested across 2,500 business units and 24 different companies – the simplest way of testing.
RCM
16/02/2009
1
Business units were scored positively if they had higher levels of productivity, profit, retention and customer …show more content…
To do this, they have to break many of the conventionally accepted rules.
Their creed is:
“People don’t change that much. Don’t waste time trying to put in what was left out, try to draw out what was left in, that’s hard enough.”
Great managers play a catalyst role in linking individual talent to performance. They have four key focuses.
1. Selecting staff
How much of a person can you change? It is important to recognise the difference between Skills, Knowledge, and Talent. The first two can be learned, the third is inherent.
2. Setting expectations
Focus on performance today, not on some future vision
Balance conformity with the ability to exercise one‟s own style
Balance today‟s need for standards and efficiency with need for flair and innovation RCM
16/02/2009
2
3. Motivate
Only resource available to manager is time – where should he/she spend it?
Should he/she focus on high achievers or strugglers?
4. Develop
Do you help people to be promoted? Or to find the best fit?
Can you get too close, particularly if you may need to move someone