HubSpot is one of those rare companies who have actually managed to change the way businesses operate. From setting an example with their own unique culture to authoring The Culture Code, a living document that continues to shape our understanding of just how important culture can be, their influence is undeniable. Founded in 2006, they’ve since become a measuring stick for how businesses should engage their employees, which is evident in CEO, Brian Halligan’s memorable quote, “We take our best people and put them against our biggest opportunities.”
Employee engagementmay seem like one of those fancy buzzwords that float around, but never really amount to much. But the truth of the matter is that it’s actually a very powerful concept that can both further your company’s culture and, hopefully, improve its bottom line. By actively engaging employees, you have the opportunity to forge an unbreakable bond that allows team members to become fully absorbed by and enthusiastic about the work they’re doing. Without such an atmosphere, you merely have a group that clocks in, earns their pay and calls it day by 5pm.
Recently, Gallup published an in-depth look at the state of the American workplace and within this insightful analysis, they looked at six of the most powerful actions a company can take to build and grow employee engagement within their organization. So, let’s take a brief glance at these dynamic recommendations and discover how they can best work for you.1. Em
When we examine what it means to truly engage every employee, everything starts with communication and as the old adage goes, “Communication is key.” Leadership is tasked with making sure the values and vision of the organization are known by its employees. They are also responsible for making sure that employees who are engaged and in tune with company initiatives are recognized and rewarded for their efforts and leadership on a consistent basis.
I just attended the RPI (Recognition Professionals International) Summit in sunny but chilly Las Vegas and learned a great deal about Recognition and Rewards. One of the sessions I attended was “The Behavioral Economics of Incentives” by Scott Jeffrey, a PH.D with Monmouth University. The premise of his session was understanding what deliverable is best to drive the behavior you want and what he shared was not what I expected. It turns out that cash is not king if the desired outcome of your incentive program is to drive and maintain a high level of employee engagement.
As we sat through the session we were treated to an interesting psychological history lesson of the mindset of human beings and their decision making process. Moreover, we learned what most people will say when given a choice versus what an organization should take into account before rolling out a recognition program. His presentation included references to studies of hundreds of sales people, line-workers, studies from Incentive Magazine, a book by John Maurice Clark Economics and Modern Psychology and others.