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As spring begins to take hold, we see Astron taking
advantage of the warmer weather and hitting the road. On
Tuesday, April 22nd, we see the team going to the Pace
University Spring 2008 Job Fair from the hours of 4:00 and
7:00PM. If you are interested for working with Astron, feel
free to drop by and say hello! If you won’t be in the
neighborhood, please
check out our current job openings
and
send us
your resume!
We here at Astronology thought it was time you get to
know the brains behind the operations. So as our latest
section to the publication, we have our Mini-Interview. We
will ask each Astron Solutions team member five questions,
both professional and personal, that they can answer however
they wish. In this first installment of our Mini-Interview,
we spoke with Jennifer Loftus, SPHR, CCP, CBP, GRP.
I am a founding partner and National Director. I've been
with the firm since we started in 1999.
I enjoy variety in my work, and found the consulting world
to be both challenging and intellectually stimulating. Also,
I always wanted to own my own company to get into the
operational aspects of business and use the skills I learned
in my MBA studies. In addition, consulting offers me the
freedom to explore other pursuits in the HR field that I
wouldn't necessarily be able to do if I were working in a
corporate HR position.
Within the HR realm, I am a Board member of HR/NY, New York
City's SHRM chapter. I am also a member of SHRM's Total
Rewards Special Expertise Panel. In addition, I am an
adjunct professor of Human Resources at Pace University. For
fun, I enjoy eating out, watching the Weather Channel, and
playing Wii. I also take private ballroom dance lessons
three times a week. I study Hustle, Argentine Tango, and
Paso Doble, and perform regularly at my studio. I'm looking
forward to learning Samba this summer!
My favorite place to travel is Walt Disney World. I love
riding the rides! I also love going to Las Vegas. I'm not a
gambler. It's the scorching temps, the hotel pool, and
dancing the night away that lure me in!
In 2009, we'll have a larger staff to maintain our
commitment to customer service and product innovation for
our ever-expanding client base.
In
the past, organizations have had trouble motivating and
relating with their
employees. Movies like
Office Space depicted corporate America as
micromanaging tyrants who knew absolutely nothing about
employee needs and motivation. Fortunately for
employees today, many organizations have become much
more interested in their
employees’ personal needs. More and more studies today
attribute successful organizations to the effects of their
human resource programs that encourage
employee
engagement.
Employee
engagement begins with a workplace culture that
motivates
employees to perform at their highest levels. Engaged
employees are dedicated to their work, committed to
their organization, and are willing to put in extra effort
to see that their organization, succeeds as a whole.
Why is
employee
engagement important? Non-engaged
employees are highly individualized and can have a
collective effect on an organization’s profitability and
performance. Furthermore, unlike
employee satisfaction which is an attitude,
employee
engagement is both an attitude and a behavior that can
strongly influence an organization’s performance. Although
there is no single strategy to gain
employee
engagement, there are several cause and effect
interactions within an organization that can potentially
lead to a more engaged workforce. By examining the causes
and effects of these processes, employers can get a better
understanding of the role they play to create happiness
within their organization.
Highly engaged organizations have several things in common.
According to Grace Endres and Lolita Mancheno-Smoak, in the
Spring 2008 issue of
Organization Development Journal, “they challenge,
inspire, and appreciate their
employees; make work meaningful for their
employees; encourage open communication; and let their
employees know that their work counts and matters.”
These four facets of
engagement can help create and maintain an engaged
organizational workforce:
The most important factor for
employee
engagement is management’s interest in their
employees’ well being. Walk the talk means doing what
you say and sticking to
your word. When an organization walks the talk, they
communicate trust and integrity.
Employees can know what to expect in the future,
especially during times of change.
To walk the talk, organizations should align their
managerial efforts with their organizational strategy so
employees won’t feel as if they are on the outside
looking in.
Employees should understand how their work contributes
to the organization’s overall strategy. When the strategy is
due to change, organizations should first think about the
effect that change will have on their
employees’ well being and how to direct the
employees through the change. During a time of change,
organizations should communicate face to face with
employees at least twice as much as they would normally.
An engaged
employee is highly motivated to contribute to the
organization as well as his / her own career goals. When an
employee does not have opportunities to contribute, it
is unlikely that he / she will become engaged.
Organizations can facilitate
employee contributions by involving their
employees in choosing the nature of their work
assignments. This approach allows
employees to become more active in decision making
processes and gives them a sense of control of where they
are headed. That being said, every
employee has a vision of where they see their career
path heading and how their employer can contribute to that
goal. Most
employees want to be challenged with new assignments and
have prospects for future growth that align with their
envisioned career path. The more opportunities for growth an
employee receives at his / her organization, the more
likely he / she will remain at that organization. For an
organization to be able to retain
employees, the organization needs to evaluate the day to
day nature of an
employee’s job, how the job pertains to the
employee’s career goals, and the potential for growth
opportunities for that
employee. This will give an
employee a sense of commitment to the organization, job
ownership and pride, and dedication to the execution of
assignments.
Employee
engagement is a both an individual and group level
phenomenon. When employers create an environment in which
employees are encouraged to build relationships, they
are satisfying the basic human need to belong in a
community. When there is no sense of community or connection
to the people who they see every day,
employees will disengage and typically feel despondent
towards their organization. Engaged
employees, as well the disengaged, significantly
influence others’ levels of
engagement.
Employees in an engaged environment have connections
within the organization and are able to freely share their
ideas and feelings. Additionally, studies have proven that
work groups whose members are positively engaged have higher
productivity, profitability, safety records, attendance, and
retention.
Other then facilitating group work within departments, a
good way to promote more connections and teamwork is to use
your organization’s Intranet. The organization Intranet
can be used to share success stories, recognize
employees, and reinforce organizational goals, thus
fostering a team mentality.
By providing support and recognition where appropriate,
employees will not have to look elsewhere for
acceptance. Employers should examine the relationships
between managers and
employees to make certain that that managers communicate
positively with
employees. People on both sides are sometimes hesitant
to talk about things other then assignments because they
fear it will invite risk and scrutiny. However, that is not
the case if an organization has a good HR program in place
which focuses not only on performance but development. Not
only should good managers stay on task and give direction
but they should provide guidance and recognition to increase
an employee’s
development. When managers identify evidence of their
employees’ accomplishments and developing experience,
employees will apply more effort and be less likely to
leave for another opportunity.
The mentoring manager should be aware that it takes a long
time to accomplish this type of relationship. He / she may
need to be persistent with reluctant
employees but the outcome is worth it. When an
employee feels comfortable with his / her manager the
relationship will build confidence, create acceptance, and
generate more innovative thinking.
There are several other factors to consider when encouraging
employee
engagement, including:
• Assigning realistic deadlines for projects
• Offering competitive compensation packages
• Having opportunities to accelerate earnings
These items are usually the determining factors outside of
supervisory relationships for
employees when deciding to stay with their employer,
whether or not they are engaged.
All of these initiatives can improve
employee
engagement by reinforcing positive
employee experiences. Organizations require these
workplace “necessities” because in most cases,
employees will leave for a more satisfying opportunity
offered to them. Even if
your organization offers the resources necessary for
employees to perform their assignments, they still need
more!
Employees require continual opportunities to contribute,
connect, develop, and learn.
Employee
engagement, among other good HR practices, is an ongoing
process that must be constantly re-examined and evaluated.
Although it is hard work, the investment is worth the
effort. These
employee experiences will form an emotional,
intellectual, and social bond in the workplace that will
allow your
organization to retain people that care.
Wonder what
your fellow readers think about critical HR topics? Is
your organization unique from or similar to others?
Click
here to view the results of our past polls!
Our next issue will be monumental!
The
Astron Road Show
Doin’
Good in the Neighborhood
How
to Strengthen
Your Organizational Communication Practices
If you have a topic you would like addressed in Astronology,
or some feedback on a past article, don't hesitate to tell
us! Simply reply to this e-mail. See
your question answered, or comments addressed, in an
upcoming issue of Astronology.
Looking for a top-notch presenter for
your human resource organization's meeting? Both
Jennifer Loftus and Michael Maciekowich present highly-rated
sessions on a variety of compensation and
employee retention issues. For more information, send an
e-mail to
info@astronsolutions.com.
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Copyright 2008, Astron Solutions, LLC
ISSN Number 1549-0467
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