{"id":999881680,"date":"2018-01-25T12:43:00","date_gmt":"2018-01-25T12:43:00","guid":{"rendered":"https:\/\/dice.npgdev.com\/?p=338414220"},"modified":"2018-01-25T12:43:00","modified_gmt":"2018-01-25T12:43:00","slug":"engagement-hinges-managers-action-not-grand-strategies","status":"publish","type":"post","link":"https:\/\/dice.npgdev.com\/hiring\/recruitment\/engagement-hinges-managers-action-not-grand-strategies","title":{"rendered":"Engagement Hinges on Managers in Action, Not Grand Strategies"},"content":{"rendered":"

The tech labor pool is still tight<\/a>, and employers can only poach tech pros from each other so many times (to paraphrase one recruiter). With so many sharks circling the tech workforce, everyone in technology HR knows that their company\u2019s success may well depend on their retention efforts. That\u2019s why there\u2019s so much talk about \u201cengagement\u201d nowadays. The more engaged your workforce, experts suggest, the more likely that any suitors will have to work awfully hard to lure talent away. Yet despite the focus on engagement strategy and using data to guide your efforts, many experts believe employers need to dig deeper<\/a> if they\u2019re to create and maintain a winning effort. While measurement\u2019s important, \u201ctoo many people focus on the end result\u2014the scores\u2014when they need to think more about how to get [to their objectives],\u201d said Robert Teachout, a Washington, D.C.-based legal editor for the publisher XpertHR. When it comes to engagement, Teachout, like many observers, thinks you\u2019ll find the key to success in a surprising place: the ranks of front-line and middle managers.<\/p>\n

Engagement Is Built on the Ground<\/h3>\n

Successfully engaging employees \u201cis more complicated than most people think,\u201d said Alison Avalos, director of research and certification management at WorldatWork, a non-profit association in Phoenix that focuses on compensation and benefits. \u201cThere\u2019s no silver bullet or secret sauce. We\u2019re talking about people. We\u2019re all different.\u201d Complicating things is the fact that many employers may not even be sure of what engagement is.<\/em> Most experts say it\u2019s not just about the perks and benefits you offer, but how<\/em> you offer them. One of HR\u2019s most common mistakes is to assume \u201cwhat you offer is more important than how you offer it,\u201d Avalos said. \u201cA great health plan that\u2019s hard to access isn\u2019t engaging.\u201d Put another way, reducing friction anywhere you find it is an important part of building strong connections. It\u2019s a surprisingly nuts-and-bolts process, one that involves continuous cycles of measurement, communication and analysis. As Avalos said, it\u2019s not only about what you offer, but offering it in the right way for your workforce: \u201cAnd that can be a moving target as the workforce evolves.\u201d All the talk of \u201cdelivery\u201d and \u201canalysis\u201d sometimes leads employers off-track, however. They forget that the most direct working relationship employees have isn\u2019t with \u201cthe company,\u201d but with their boss. \u201cThe relationship has to be between the manager and the employee,\u201d said David Mizne, a spokesperson for the engagement platform provider 15Five in San Francisco. When it comes to engagement, \u201cthe front line and middle managers have to buy in.\u201d For that to happen, organizations must be realistic about what they expect managers to accomplish with the time and resources they\u2019re given. Engagement, Teachout observed, isn\u2019t the same thing as job satisfaction. \u201cJob satisfaction is about pay, leave time, things like that,\u201d he said. Engagement encompasses rewards, assignments and other components that are directly related to the actual job\u2014and are almost always controlled by managers. Managers must have enough time in their own schedules to coach, answer questions, and keep their finger on the pulse of their team. Bear in mind that engagement comes before performance, Teachout added. As employers and employees develop their relationship, a feedback loop develops. As that loop grows, new employees pick up on it and engagement deepens across the company. \u201cIt\u2019s a process,\u201d he said. \u201cYou build, then you start reaping benefits.\u201d<\/p>\n

Hinging on the Manager<\/h3>\n

But that process breaks down if managers aren\u2019t given what they need to hold up their end of the bargain with their team. HR must map out how every role in the company connects to the overall mission, then make sure that managers understand the connection; after all, in most instances, they\u2019re the ones who\u2019ll communicate it to employees by deed and word. And when HR conducts surveys to measure engagement and solicit feedback, managers must be given the time and resources to follow through on what\u2019s been learned. \u201cThe worst thing you can do is not follow up on feedback,\u201d Teachout said. While technical tools can simplify the efforts involved, even developers of engagement technology understand that the employer-employee relationship isn\u2019t just built on a foundation of apps. \u201cWe try to make things easier for HR mechanically, but generally successful programs begin at the top,\u201d Mizne said. \u201cHR and the company\u2019s leadership need to set the engagement agenda and then figure out how to achieve it.\u201d Apps can do some of the work, but they can\u2019t do much of the thinking and connecting that engaging employees requires. Because so much relies on the manager, Mizne said, leadership should remember that \u201cmost managers aren\u2019t promoted because they\u2019re great managers,\u201d but because they did well in their previous position. When technology is added to the mix, employers either have to coach their managers on how to use it, or have the product\u2019s provider handle the training. In sum, designing a grand plan, buying technology and regularly conducting surveys won\u2019t accomplish very much. Engagement requires action, listening and follow-up. \u201cIt\u2019s difficult,\u201d Mizne said, and you may be tempted to follow the path of competitors who operate on thinner margins and the principle of \u201cwe have to get more out of our employees.\u201d Such thinking can lead to failure. \u201cEmployees want to be their best at work,\u201d he said, \u201cand middle managers can\u2019t be a bottleneck that employees can\u2019t talk to.\u201d A successful engagement strategy gives managers the time and tools they need to align the company\u2019s business strategy and core values.<\/p>\n","protected":false},"excerpt":{"rendered":"

The tech labor pool is still tight, and employers can only poach tech pros from each other so many times (to paraphrase one recruiter). With so many sharks circling the tech workforce, everyone in technology HR knows that their company\u2019s success may well depend on their retention efforts. That\u2019s why there\u2019s so much talk about […]<\/p>\n","protected":false},"author":132,"featured_media":338414220,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[2159],"class_list":["post-999881680","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-employee-retention"],"acf":[],"yoast_head":"\nEngagement Hinges on Managers in Action, Not Grand Strategies - Dice Hiring<\/title>\n<meta name=\"description\" content=\"The tech labor pool is still tight, and employers can only poach tech pros from each other so many times (to paraphrase one recruiter). 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