‘Eighty to 90% of success in a company has nothing to do with business at all. It’s personal.’--Carol Roth, American radio host
Clearly, happy employees contribute to good corporate culture and a healthy bottom line.
Unfortunately, “One-fifth of Americans find workplace hostile or threatening,” reports CNBC.com.
A study conducted by the Rand Corporation, Harvard Medical School, and the University of California says about one in five employees confront hostility, including sexual harassment and bullying.
“Workers who have to face customers endure a disproportionate share of abuse.”
Other findings of note:
Harvard Medical School economist Nicole Maestas says, “There’s a message for employers here. Working conditions really do matter.”
The problem of employee dissatisfaction, then, is important. Do you know what employers might do to recruit and maintain a happy workforce?
Seventy-seven percent of executives polled for an Adecco USA survey think compensation is the top motivator.
Still, “while fair pay is a key driver in securing today’s workforce, employers must also make predictions and be nimble in adopting new solutions as the meaning of ‘Best-in-Class’ continues to evolve,” says Joyce Russell, Adecco president.
Key survey findings include:
Are there innovative ways to nurture employee satisfaction?
“Companies benefit from employee sabbaticals,” says a CUNA blog post.
Seventeen percent of companies allow sabbaticals, which are prevalent in the world of academia and gaining traction in companies.
Two reasons for growing interest are that employees appreciate the time off to recharge, and employers have opportunity in “stress-testing the organizational chart.”
Further, other employees can give leadership roles a temporary try.
Innovative thought, increased collaborations, and greater confidence levels are additional perks for both employee and employer when workers return to the job.
‘No man is a success in business unless he loves his work.’--Florence Scovel Shinn, American artist
There are other ways companies might create a happier workforce and a strong corporate culture.
“Why have some companies massively boosted their number of engaged employees, while others have not?” asks Gallup.
Two circumstances hamper engagement efforts:
Many employee engagement plans are limited to measurement objectives rather than considered “a manager education and development initiative.” Employee surveys alone do not create engaged employees—conversation and learning opportunities are critical; and
Those assigned to managerial roles are often not the best for the job. Just 10% of people are “naturally wired to be great managers,” and “companies choose candidates with the right talent for the job only 18% of the time.”
A post at SPARK gives tips on how to build a meaningful culture through employee recognition.
An ADP report says “82% of employees worldwide want to play a meaningful role in their organization.”
Recognition begins with a company culture that sees and appreciates employee contributions.
“Start with your approach to management,” the post suggests. One-on-one conversations with staff allow the opportunity to note victories, projects accomplished, and provide time for managers to offer thanks for a job well done.
Does confusion surround corporate culture in your offices? Discover ways to create a happier workforce and enjoy the resulting benefits of employee retention, business growth, and healthy revenue.
LORA BRAY is a market intelligence analyst for CUNA’s department of research and policy analysis. Follow her on Twitter via @Bray_Lora and visit the CUNA blog, The Research Roundup: Economic Perspectives.