In the past few months I have noticed an increase in companies proudly sharing the success of their engagement surveys on social media. The challenge to their pronouncement that they are a great place to work is that we know from personal or professional experience that their people are stressed, disengaged or leaving. What drives this disparity? I believe the answer lies in understanding the distinction between engagement and employee experience.
Over the past 12 months I've been focusing on providing a talent coaching focus to many new and existing clients. What is obvious is the biggest barriers are created by those that would benefit most from a well-executed talent strategy - the line management team. Read my new article to discover three of the most consistent challenges I've found.
When I checked into a hotel recently I noticed three things. First an impressive gallery of Employee of the Month photographs next to the reception desk, proudly displayed for their guests to view. Second, I was being checked-in by August’s Employee of the Month. Third, when I congratulated her and enquired what she had done to win the award, I discovered she had absolutely no idea. “I guess it was my turn for the voucher!” she said with a smile.
Regular readers of our articles will know I am always on the look out for leadership lessons in everyday life. Checking my arrival time on a Virgin train recently and being told I was being delayed by zero minutes (see picture) is one such example. As well as making me smile, it made me reflect on our key focus as a leader and how it impacts day-to-day employer behaviour.