One-on-One Psychology Needed to Stimulate Employee Engagement
Posted on March 26, 2014 by TNS Consulting Team (via Scott Spayd)
In my opinion, there are several different levels of employee engagement according to how one experiences his or her world. This coincides with several demographics as well, and not just age, tenure, race, work location, position, which are typically surveyed, but also maturity, heritage and family traditions, education and career aspirations, which reflect an individual’s personality traits. Survey items (questions) zero in on how groups of employees feel collectively about certain topics. Even though written comments are recorded and analyzed as well, they are not addressed on an individual level face to face with an employer. Even an item, “My supervisor treats me with respect and dignity,” is grouped with other employees’ responses.
|Age: A categorical number.||Maturity: A frame of mind.|
|Tenure: A categorical number.||Experience: Attitude, knowledge and education acquired on-the-job.|
|Race: Group categories for statistical measure.||Heritage: Family traditions and how one is raised into the world; learned traits.|
|Position: Levels of employment for statistical measure.||Career aspirations: Individual contentment of rank or station within the company.|
Employee surveys are absolutely necessary in order to conclude pain-points in organizations or boast its accolades or strengths. That’s what I call studying an organization’s sociology. What I believe is needed for true employee engagement, is practicing one on one psychology.
If you want employees to be engaged, getting to know them as individuals with unique needs is the best approach. This does not mean that employees should be treated with kid gloves when it comes to company rules, or favored over others. It simply means taking a sincere interest in them as individuals which is the key to their engagement with the company demonstrating pride in their work. A common example is when a supervisor empathizes with a subordinate who has a sick child at home, and allows him or her time to tend to the child. In turn, the subordinate feels grateful and returns back to work relieved and with peace of mind. The subordinate becomes more engaged with his or her work knowing the supervisor and the company cares. Unfortunately, there are those who might take advantage of a supervisor’s kindness, mistaking it for weakness. Again, understanding employees as individuals, whether easy or hard to handle is the key.
The supervisor is the one who should have all the tools necessary to handle situations and tap into the strengths of his or her subordinates. If surveys point to weakness in leadership, then some formal training may be in order. The price to pay for training supervisors/managers is worth it.