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Employee disengagement is a huge concern for businesses in 2019. Only 21% of the workforce is very engaged, yet most employees plan to stick around. 
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HR, CEOs, and managers want to keep employees happy. But promotions, work/life balance and wellness strategies can fall short. Try empathy.
Barry Deutsch's insight:
How revolutionary - empathy - caring - listening. Why don't more managers do it?
Do you think it's an intuitive ability or one that can be coached and trained?
Do you measure empathy - caring - listening when evaluating managers. Why do we make the false assumption that if you carry a manager title, you must obviously have these traits?
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Leaders, do these three things every day to set the right tone and lay the groundwork for high employee engagement.
Barry Deutsch's insight:
The article by Gallup suggests that 70 percent of employee engagement is determined by your manager.
The question begs to be answered what employers are doing to teach managers how to hire, retain, engage, coach, and motivate their teams.
Just because someone carries a management title, it doesn't mean they are a good manager.
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To have engaged employees at work, there are 10 essential metrics that companies need to keep in mind. Learn actionable tips on how you can improve them. Via Insightlink Communications
Barry Deutsch's insight:
Good article about setting metrics to measure employee engagement and retention issues. I'm curious how many companies regularly measure these metrics and actually put action plans in place to improve the metrics on engagement.
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It's never too late to become the leader who takes your company to the top.
Barry Deutsch's insight:
My take on this article was that the CEO and other executives drive the culture of their company through their actions - not so much in the things they publish or announcements they make.
My favorite line is along the dimensions of you get what you tolerate.
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"High turnover is a costly management problem which includes expensive training and lost productivity."
Barry Deutsch's insight:
Every organization should by surveying their employees for cultural and fit alignment. This article has a great set of questions related to how employees view their managers - which is the second most common reason people quit their jobs.
I would highly recommend using the Gallup Employee Survey of 12 dimensions to understand what percentage of your work force is engaged - and what you need to do to raise that number.
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How can you convince your leadership that investing in people, your company culture, and employee engagement should be a priority? Check out these surprising [and convincing] stats, and download our free Culture Worksheet to get the conversation going in the right direction.
Barry Deutsch's insight:
Good article on the impact of culture in your company. I zeroed in on this quote:
"According to Gallup, disengaged employees are almost twice as likely as engaged employees to seek new jobs. And it’s not just the disengaged ones that you should worry about - 51% of U.S. employees say they are on the lookout for new jobs."
Is that not frightening? The entire job market is about to degenerate into pure poaching. We could be looking at another 10-12 years of an increasingly difficult job market for employers. How do you protect your existing employees from considering that the "grass might be greener elsewhere?"
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Barry Deutsch's insight:
Good reminder on the key elements of what Gallup identified - autonomy, training/development, personal growth, being challenged - all of it tying back to Maslow. Yet, we keep forgetting these underlying elements of what drives people to perform at the peak of their ability.
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Learn about the importance of employee engagement, and how investing in it can improve customer experience.
Barry Deutsch's insight:
Is there any doubt that there is a strong correlation between employee engagement and customer engagement/quality of experience?
Great infographic demonstrating simply the correlation.
My question is if it's that rock solid of a correlation, why are more companies not investing in employee engagement, and why are more companies not tracking the metrics around employee engagement and customer experience?
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What can be seen, heard and experienced by employees and customers, is unique to every business, and is more successful in some than others? Culture isn’t tangible, but it is unavoidable and manageable; it’s the sum total of a business’s values, ethics and beliefs, perpetuated by its people through interactions with peers and customers. So, …
Barry Deutsch's insight:
Are your younger workers demanding more flexible work hours and the chance to work from home. Have you tried to experiment with virtual work arrangements. It's one of the strongest desires from the younger generations. Are you adapting or resisting? Is the lack of a structured approach to managing virtual employees limiting your ability to hire younger talent?
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A good onboarding experience can set a new employee up for success. Check out this step-by-step guide to onboarding new employees.
Barry Deutsch's insight:
I am in the middle of updating my retention workshop called "You're the Person We Want To Keep".
One of the slides is about on-boarding since I get this question every time. In my research for this one element of the retention program, I came across this interesting article I wanted to share on the subject of on-boarding.
There are some real benefits from changing our approach - so many new employees either get off on the right foot - or their invisible forehead sign starts flashing "this place sucks" by about the 3rd day.
What's the biggest thing you've done to change your on-boarding program in the last year?
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If you’re committed to helping your managers coach but the actual practice of coaching hasn’t stuck, try these surprising tips.
Barry Deutsch's insight:
73 percent of managers had some form of coaching training, but only 23 percent of people being coached (fewer than one in four!) thought that the coaching had a positive effect on their job. That statistic stinks! Employees want to be coached like a championship team - if you can't provide it - they'll go somewhere else to get it.
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"Most Job Descriptions are worthless as a tool for predicting future performance"
Barry Deutsch's insight:
Why do you still use job descriptions as the core document in defining work? It does not define outcomes, deliverables, expectations, performance, results, KPIs and metrics. It has a unfurling roll of irrelevant lists of experiences, education, skills, and knowledge. The traditional job description doesn't come close to describing how someone would apply all these items in the context of their role.
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The comedian shared his tips on "Hello Monday," a new LinkedIn podcast.
Barry Deutsch's insight:
Seth Meyers breaks the mold holding people in a traditional box around their job - he actually encourages and supports side gigs and opportunities to spread their wings and realize their dreams while still working for him.
Are we moving in this direction with the younger generation?
Are we stuck in a mindset about careers and jobs based on 1970s assumptions?
Can supporting employees taking on other assignments outside of their job with you only work in creative fields - or can it be broader across more traditional disciplines like HR or finance?
I'd love to hear examples of bosses and companies that are supportive of helping their employees achieve their dreams.
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Apprenticeships are making positive changes to many businesses up and down the UK. Richard Doughty looks at a few success stories. Via Roger Francis
Barry Deutsch's insight:
I'm surprised that more companies don't have apprenticeships as part of their portfolio to improve hiring, training, and on-boarding success.
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This was a key finding in a management study I recently came across.
Barry Deutsch's insight:
This is a very scary statistic. It's so simple to put these recognition and non-monetary reward systems in place - why do companies ignore the studies that show a major reason employees leave is a lack of recognition?
Insightlink Communications's curator insight,
March 7, 2:27 PM
At Insightlink we see lack of recognition is often a key driver in employee engagement and job satisfaction. #EmployeeSurvey #HR
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Barry Deutsch's insight:
This quote by Richard Branson is one of my favorite quotes. I am amazed at how many CEOs will not invest in training and development because they feel it's only giving employees the capability to seek work elsewhere. Is that not the ultimate in dysfunctional behavior?
How many studies do we need to look at that training and development is a powerful attraction, retention, engagement, and motivational tool?
Why do so few entrepreneurial companies see little value in training and development?
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These questions seem straightforward on the surface, but they can reveal a lot of intel on the company.
Barry Deutsch's insight:
Could your managers answer these questions? What are the questions candidates ask in your interviews to get a glimpse of your culture?
Could all your managers articulate in a few sentences the culture of your company - would your rank and file agree with that perception?
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This is what the Amazon founder looks for when he wants to know if someone is really smart.
Barry Deutsch's insight:
Do you measure intellectual humility in your interviews. I would expand upon this idea of not just looking at where you went wrong and then adapting - but looking into the process by which candidates come to conclusions or recommendations.
One technique is to use case studies, role plays, and homework assignments to get at how someone critically examines a problem or issue.
Through this technique and Jeff Bezos' ideas we're starting to get at how someone thinks, raw intellect, problem solving, analytical skills, and inquisitiveness.
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Saying thank you is one of the easiest and best forms of employee recognition in the workplace. Here are forty ways to say thank you at work.
Barry Deutsch's insight:
I recently posted an article on LinkedIn in my Retention Hot Tip Series about giving praise. This article complements my blog post with other tactics of saying thank you. My perspective is that most employees feel underappreciated, don't understand how they matter, and don't feel expending extra effort is worth since their manager doesn't seem to care.
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Disengaged employees cost businesses an estimated $550 billion dollars last year in the United States alone. Employee Recognition can fix that.
Barry Deutsch's insight:
So few companies are focused around employee engagement. As the author indicates, the cost is astronomical. Culture, morale, productivity, and customer satisfaction are just a few of the areas affected by employee engagement.
If these points are well-researched and accepted - why then do most companies and executives choose to ignore the fundamental issues around improving employee engagement?
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A breakdown of the main components of building a successful employee development plan, and the importance of feedback and follow-through as a manager.
Barry Deutsch's insight:
I'm curious if your company has an employee or personal development plan for all employees? If not, this could be an enormous area for increasing retention. Helping people grow, learn, develop, and get better at their jobs is one of the most important part of an effective retention program.
In just a few years - the issue will be finding talent, it will be hanging onto the talent you've got before they get poached by a competitor.
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Takeaway #1 – Take care to only hire “A” players
Barry Deutsch's insight:
My favorite quote in this article was Takeaway #1 – Take care to only hire “A” playersSo many problems get solved by hiring A players: engagement, retention, lack of law suits, higher productivity, more people on the pareto contribution list, more discretionary effort according to Gallup, and more time for you as a leader in not spending the bulk of your time on problem children - on the deadbeats - on playing adult day care way too often.
However, most companies are unwilling to invest in the time it takes to hire A players through spending more time defining success before hiring, scrubbing the bushes and just accepting anyone who shows up on your doorstep as the candidate pool, and having a rigorous process to vet, validate, and verify the truth with candidates.
Why do we accept hiring average, mediocre, minimally qualified candidates - and then get mad when it happens? Wouldn't it work better if we just FIXED the process?
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Stop the hunt for hiring great employees. Instead, develop a culture in your organization that develops a great, highly-engaged workforce.
Barry Deutsch's insight:
WOW! Earth-shattering!
Here's the quote that caught my attention:
If the workforce is so important to organizational success, why does Gallup tell us that 87% of employees worldwide are not engaged?
Why are so many companies still stuck in a Victorian Age of management with supervisors watching the clock, picking on negatives, and micro-managing their people.
Have we not yet come to the conclusion this is de-humanizing, de-motivating, and a complete deterrent to accomplishing great results?
What do you think it might take for this monumental shift in corporate management to occur?
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A recent article from The Times shined a spotlight on the seemingly perennial problem of low productivity facing UK Plc, and how proper management training can help
Barry Deutsch's insight:
I loved this article headline. Do you have managers in your organization who were great "doers" - thus you promoted them to oversee other "doers"? The problem is that they are "accidental managers" and are draining your productivity, not to mention a number of other terrible ills they inflict upon your organization. What are you doing about fixing the problem of accidental managers - folks you are supervising the bulk of your employees and have no right to be in a managerial role?
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This article should be raising the hairs on the back of your neck about your workforce - what action steps are you going to take to engage the 80 percent who are just getting by doing the minimum necessary so you'll tolerate them without firing?
Just did a couple of workshops on this subject with 2 groups of CEOs and Key Executives in Honolulu - little bit of a shock over the need to engage folks and actively retain people. Are you ready to start losing some of your best talent? The issue is not as much about finding people now as it is about keeping people.