Want Your Employees to Excel at their Work?
Imagine the benefit of knowing what motivates members of your team to excel at their work. Consider the increased profitability derived from accurately matching the right employee with the right job. InnerSight will allow your organization to look more closely at the skills, interests and talents of your employees and managers to help them align for optimal performance and superior productivity.
Hiring and training new employees represents one of the largest costs for organizations of all sizes. While money will always be a contributing factor in retaining top talent, the Knowledge Age employee requires more than just adequate financial compensation.
Research shows that organizations that create a talent pipeline, effectively align their employees with tasks and responsibilities that are best suited to their individual preferences and interests, are the most successful in retaining top talent.
InnerSight assists organizations of all shapes and sizes by providing employees and managers with a better understanding of individual employee interests, preferences and talents. Armed with this valuable information, employees can better identify their specific work preferences, and managers can align employees with job responsibilities that reflect their interests and talents.
“When you enjoy what you do, it’s no longer a job, it’s just paid time enjoying yourself.”
Benefits of the InnerSight experience in the workplace:
- Enhanced employee job satisfaction
- Increased employee retention
- Positive employee morale
- Increased productivity and greater profitability
If knowledge is power, then InnerSight is one of the most powerful experiences available for retaining top talent and ensuring the support and encouragement of effective, talented and truly passionate employees.
Things Employees Won’t Tell You
- More than 2 million Americans are voluntarily leaving their jobs every month even in a climate of business uncertainty and an unemployment rate of 7.8 percent.
- The number of voluntary “quits” continues to grow and will not be decreasing anytime soon, (Bureau of Labor Statistics)
- A full 74 percent of people today would consider finding a new job says Harris Interactive.
- Mercer‘s What’s Working study says 32 percent are actively looking.
- The reasons for their unhappiness a recent study by Accenture reports:
They don’t like their boss (31%),
A lack of empowerment (31%),
Internal politics (35%) and
Lack of recognition (43%).
- Many cite the desire to become their own boss. They want to run an enterprise their way. Deep in their hearts, they feel and know they will enjoy more satisfaction and fulfillment by establishing a healthier business culture says Alan Hall in Forbes.
- Author Melissa L larena of Career Outcomes Matter cites the biggest reason for “quits” is that employees no longer trust corporations.
Respond to the “I’m outta here!” challenge by thoughtfully and sincerely establishing an employee-focused culture. Use the power of InnerSight to put your employees back in the process reducing turnover while increasing employee performance and satisfaction.
Do your employees trust you or is your organization just another processor in their Life?
Top 10 Ways to Ensure Your Best People Will Quit
Mel Kleiman an expert in employment recruitment in a January 13,2014 post explores this provocative topic.
“Most reasons the most talented and productive people flee a given workplace can be avoided. Here are common mistakes, along with better alternatives. Here are 10 ways to guarantee that your best people will quit:
10. Treat everyone equally. This may sound good, but your employees are not equal. Some are worth more, because they produce more results. The key is not to treat them equally; it is to treat them all fairly.
9. Tolerate mediocrity. A-players don’t have to or want to play with a bunch of C-players.
8. Have dumb rules. I did not say have no rules; I specified dumb rules. Great employees want to have guidelines and direction, but they don’t want to have rules that get in the way of doing their jobs or that conflict with the values the company says are important.
7. Don’t recognize outstanding performance and contributions. Remember Psychology 101: Behavior you want repeated should be rewarded immediately.
6. Don’t have any fun at work. Where’s the written rule that says work has to be serious? If you find it, rip it to shreds and stomp on it, because the notion that work cannot be fun is actually counterproductive. The workplace should be fun. Find ways to make work and/or the work environment more relaxed and fun, and you will have happy employees who look forward to coming to work each day.
5. Don’t keep your people informed. You’ve got to communicate not only the good, but also the bad and the ugly. If you don’t tell them, the rumor mill will.
4. Micromanage. Tell them what you want done and how you want it done. Don’t tell them why it needs to be done and why their job is important. Don’t ask for their input on how it could be done better.
3. Don’t develop an employee retention strategy. Employee retention deserves your attention every day. Make a list of the people you don’t want to lose and, next to each name, write down what you are doing or will do to ensure that person stays engaged and on board.
2. Don’t do employee retention interviews. Wait until a great employee is walking out the door instead and conduct an exit interview to see what you could have done differently so they would not have gone out looking for another job.
1. Make your onboarding program an exercise in tedium. Employees are most impressionable during the first 60 days on the job. Every bit of information gathered during this time will either reinforce your new hire’s “buying decision” (to take the job) or lead to “Hire’s Remorse.”
The biggest cause of “Hire’s Remorse” is the dreaded employee orientation/training program. Most are poorly organized, inefficient, and boring. How can you expect excellence from your new hires if your orientation program is a sloppy amalgamation of tedious paperwork, boring policies and procedures, and hours of regulations and red tape?
To reinforce their buying decision, get key management involved on the first day and make sure your orientation delivers and reinforces these three messages repeatedly:
- You were carefully chosen and we’re glad you’re here;
- You’re now part of a great organization;
- This is why your job is so important.”
When Employees Are In Alignment:
Satisfaction, Happiness and Superior Performance Occur