Do you remember the first day that Sharon in accounts started?
She was full of enthusiasm, hungry to impress, keen to find out all about the business, wanting to do her best job for you so you knew that you had made the right decision selecting her from the six candidates you had interviewed. She would often stay late to get the job done, eager to help others in her team, interested in the culture and future of the organisation and full of energy to be the best she could be.
It is two years on……she is often a few minutes late, at 5.20 she shuts down her computer and is first out of the door. People don’t really like taking queries and questions to her because she is a bit grumpy and is often found by the coffee machine moaning about working conditions. People avoid giving her projects because she isn’t terribly willing to do anything outside of the routine jobs which make up her job description and really get the bare minimum of attention.
Is any of this sounding familiar?
Welcome to the character of a disengaged employee.
I know this is a bit of an exaggerated image of what disengagement looks like AND it is the truth, AND what’s more…. it is a two way street as painful as that might be to hear, so let’s unpick what might be going on.
Does Sharon feel valued?
Does Sharon feel like she is part of a team?
Does Sharon know what the values of the organization are?
Does Sharon feel heard?
Does Sharon get coaching so she feels she is developing and that there is a career path for her?
Does Sharon feel motivated to make a difference?
Does Sharon get incentivised?
And if the answer to any of these questions is a no that may be where the problem lies.
It is easy to blame the employee and make it all about them but what action could you be taking as an employer to make a difference because, let’s not beat around the bush here-
Sharon is costing you money that far exceeds her salary.
So how do you get back the version of Sharon that showed up on her first day, full of promise?
And that of the other 67% of your workforce, if national statistics are anything to go by.
There are seven neurological motivators that when tapped into help to create change, and they are-
Pain | Pleasure | Reward | Recognition | Self Improvement | Self direction | Transcendent purpose
Take a good look at your organisation- how are you delivering in each of these areas?
Is there room for improvement?
How are you sharing information?
Is there a them and us mentality?
How is the environment, is it negative or enjoyable?
What steps are you taking to create an inclusive culture that spans generations and cultures.
And probably the most important question of all, how are you empowering your leaders?
It’s never too late to challenge the culture that exists and start creating a new one if the old one isn’t serving you or your Company well.