Here's the February 2011 issue of Psyche-Selling TM eNewsletter, and it's the month of Chinese New Year, Valentine's Day and the season to change their employers for some people.
As the saying goes, take good care of your employees, and your employees will take good care of your customers. Conversely, if your employees or not well-taken care of, they are likely to be less engaged, not just with your customer, but also with you as an employer. A talent that is not engaged with you, will be a talent for your competition soon.
The definition of "taking care of employees" here does not mean that one should provide all creature comfort along with a big fat pay package. Based on actual survey results, employees, especially younger employees, would prefer to be challenged so that they can achieve better personal growth and career development.
Hence, this month's topics:
This issue's main article is on "Achieving Exceptional Customer Satisfaction, Productivity and Talent Retention by Boosting Your Employee Engagement", and we will be using data and leadership insights from BlessingWhite's Employee Engagement Report 2011, with special emphasis on China.
In the meantime, please feel free to check out the BlessingWhite Employee Engagement Report China Highlights
Achieving Exceptional Customer Satisfaction, Productivity and Talent Retention by Boosting Your Employee Engagement
by c.j. Ng
Business Development Associate, BlessingWhite Asia Pacific
It is now 3 months into Mandy's new job as a senior manager. Mandy now reports directly to her General Manager, and is responsible to achieve very ambitious business and production targets. The company has got strong financial backing and governmental connections. On top of that, Mandy gets a fantastic pay package that is the envy of her peers.
In the initial 3 months, Mandy went into her job with tremendous drive and enthusiasm, making as much effort as possible to learn the business and devising plans on how those ambitious targets can be achieved. She went down to the frontlines to be with her team to work on weekends and after office hours during the peak season. She took the initiative to bounce her ideas with her General Manager to get feedback and suggestions on how best to implement her plans to achieve those targets. In short, Mandy was enthused and energised to contribute as much as she possibly could to her company. After all, Mandy is hired based on her track record to deliver results, especially results that are very challenging to achieve.
At the end of the 3 months, Mandy decides it's time to put her plans into action. She assembled her team and gave them an outline of what to expect in the forthcoming months, and how those ambitious targets can be achieved, although it will require a lot of hardwork and commitment from her team. Surprisingly, she found the newer members of her team more receptive to her ideas than the more experienced ones.
However, when Mandy went about doing the paperwork to get her training approved, she was met with some unpleasant surprises:
As Mandy had spent a lot of time and effort selecting and evaluating suitable programmes, she felt that the programme she selected fits the needs of her team most, and although the costs are higher, it can be repaid if the business and production targets are achieved. Conversely, Mandy is convinced that if she engaged the "cheaper" professor, the training contents will be too academic and will not help her team in achieving their goals.
On a broader scale, Mandy is feeling rather disengaged at the moment. She feels that her authority has been undermined by her company, and more importantly, she has been denied the opportunity to utilise her talents. She now understands why the experienced employees in her team are disengaged and resisting her plans because they know from experience that her plans are likely to be interfered and even shot down by management. Mandy suspects that if her training plan could be interfered in such a manner, so could be her other action plans to achieve targets. She might be held responsible for not achieving the targets despite being denied her action plans to achieve targets. Her new employees are demoralised too, as they found the training that will help them being "put on hold" indefinitely. Most of all, Mandy is frustrated by the inability of her General Manager to support and defend her.
In the meantime, Mandy's employer is very concerned about motivating their employees and retaining good talent. The company is now working out plans to convert a portion of their staff's salaries and bonuses as stock options, so that they will get more when the stock prices increase. Somehow, Mandy isn't very excited or enthused by this. In fact, Mandy would like to opt out of this stock option plan, but fears that peer pressure within the organisation will make it difficult to do so. Hence, Mandy is now looking for other career options, just 3 months into her new job.
Just How Engaged are Your Employees?
Taking China's data from BlessingWhite's Employee Engagement Survey in 2011, it is found that:
So why all this fuss about making employees engaged? Even some of the most engaged employees will leave their employers eventually. Hence, unless there are other benefits that will deliver business results, the whole idea of Employee Engagement might be overly emphasised.
As it is, there are indeed a lot of research that demonstrates that improvements in Employee Engagement will improve business results, such as the following:
If the above is still not convincing enough why Employee Engagement is good for business, here's a reason why disengaged employees are bad for business. Actively disengaged employees erode an organization's bottom line while breaking the spirits of colleagues in the process. Within the U.S. workforce, Gallup estimates this cost to be more than $300 billion in lost
How do We Engage Our Employees?
Some companies perceive Employee Engagement to be "getting employees to work harder without increasing their pay" (See http://www.dilbert.com/fast/2009-11-25/ for details). While money may not be the primary factor in improving engagement, employees will definitely be disengaged if they feel manipulated. According to the BlessingWhite Employee Engagement survey, the Top 3 drivers of Employee Satisfaction are:
At the same time, the Top 3 drivers to make employees contribute more towards organisational goals are:
In addition, the top 2 reasons why employees will stay on in the next 12 despite the presence of other opportunities elsewhere are:
Come to think of it, if we spend most of our waking hours at work, we would logically want it to be a place where we are happy, and where we can achieve personal and career growth. Conversely, few people would want to stay long in a job where the pay is great, but the job sucks and there's no future.
The top 5 reasons why employees intend to leave their companies in the next 12 months are:
While the money factor ranks high at No. 3, employees still consider the lack of career advancement and the inability to make use of one's talent （英雄无用武之地）as bigger reasons why they are leaving. In fact, some employees may feel that the reason that they are not making enough money now is because their boss does not give them the opportunity to do what they are good at, and advance their careers!
The Challenge for Executives, Managers and the Individual
If you are a manager or executive hiring younger employees, there are several things in the new hiree's mind which may come as a shock to those used to managing older employees. Younger employees will like to find out:
To most managers, younger Gen Y employees seem to be just impossible to manage. And that's true. Gen Y employees CANNOT be managed. They must be inspired and excited instead. They need leaders who can develop their talents and make them grow, and only then will they be enthused and "in gear" with you. And only when they can take over your current position, can you then move to greater heights.
Having said that though, Employee Engagement is a 2-way street, and individuals will have to bear part of the responsibility too. Many a time, an individual is being enticed by big pay packages to join a company, only to find that it's NOT the job they like, career development is limited, and they could not get along with their boss and colleagues. Individuals will need to think what they would like to do in 3-5 years' time, and then work backwards to determine what they need to do now, so as to realise their career development plans in the future. They will also need to do more research on prospective employers to make sure there's a good fit between what the employer wants, and what could make them happy.
Need help in improving engagement levels of your employees (and yourself)? Simply e-mail email@example.com or call +86-136 7190 2505 or Skype: cydj001 and arrange to buy me a mocha. All information shall be kept in confidence.
Power Breakfast Hour: 16 March 2011
Join International leadership, innovation and sales force effectiveness consultant c.j. Ng in this Power Breakfast Hour in Shanghai where you will find out:
VENUE: Crowne Plaza Shanghai • 400 Panyu Road (near Fahuazhen Road) • 上海银星皇冠酒店 • 番禺路 400 号 （靠法华镇路）
To make this a more conducive discussion, we are expecting a small group of about 15 people only. The room can only take in 18, so please register early to avoid disappointments. Please e-mail your registrations to firstname.lastname@example.org
You can also download our Power Breakfast Hour video on Using the Six Thinking Hats® to Win More Sales and Get More Customers Part 3.
Need a Keynote Speaker for your Annual Conference?
Whether you are holding a conference for your regional staff, resellers or even customers, we have the right speaker who can help you deliver the spirit of your conference, and effect positive changes to meet your goals.r goals.r goals.r goals.r goals.r goals.
The topics our speakers can speak on include:
Simply e-mail your requests to email@example.com call +86-21-6219 0021 for enquiries. Sample video and audio recordings available upon requests.
Practical Tips for Managers:
Pixar’s Secret for Delivering Tough Feedback
By Mark Murphy, CEO of Leadership IQ
If you have kids, you know Pixar (the animation studio
that made Toy Story, Finding Nemo, Cars, A Bug’s Life,
and more). By any measure, they’re amazingly successful;
kids love their movies, their films have grossed more
than $6 billion, and they’ve won 24 Academy Awards.
But that’s not what makes Pixar extraordinary. Here’s
what does: Their movies never flop. Most
filmmakers — even hugely successful ones — have a dud
here and there. Not Pixar. And we’ve identified
one of their keys to success that can be applied to your
organization: Learn how to give brutally honest
If you would like to get more and better ideas how to give feedback such that the recipient is receptive to your ideas, you can e-mail firstname.lastname@example.org or call +86-136 7190 2505 or Skype: cydj001
Sales... ....the lifeblood of a company, a matter of "life and death", survival or extinction. Indeed, something that needs to be studied, applied and re-modified consistently.
Psyche-Selling TM is set up so that companies and sales people can make healthy profits and STILL provide genuine solutions to customers.
Psyche-Selling TM would like to create an environment where customers can trust sales people to give them what they want, and NOT be pushed with all kinds of products and services. In return, customers will become loyal fans of these ethical and professional sales people, and repay them many fold for the long-term.
Psyche-Selling TM will not rest, until the above is achieved. Not just in China. Not just in Asia. But everywhere where buying and selling takes place.
Psyche-Selling TM is a wholly-owned brand of Directions Management Consulting Pte Ltd that specialises in the field of improving sales performance by enhancing the performance of the entire sales team. Apart from the regular "selling skills training", Psyche-Selling TM conducts pre- and post-training analysis, interviews, monitoring and reviews, working closely with managers and even senior management, to deliver real improvements in sales leadership and performance.
Hence, Psyche-Selling TM would like to be known as the preferred choice of outstanding and remarkable clients, and pride ourselves as such. We will also be continuing to assist our clients achieve greater heights in 2009 and beyond.
|Mailing Address: Shui Cheng Nan Road 51 Lane No. 9 Suite 202 Shanghai 201103 Chinaa|