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 Eight
Conversations that Engage
By Karen Schmidt
Whether your issue is keeping your engaged people
on track or helping the disengaged to get back on track, all
managers are looking for simple methods that will achieve results
without costing a fortune.
Research by the
internationally renowned
Gallup
organization has found that one of the keys to employee engagement
is a strong relationship with your immediate manager. In fact, if
you have a great manager and work for a not-so-great organization
their research found that you are more likely to be engaged than if
you work for an enlightened organization but have a lousy manager.
At the heart of a strong employee/manager
relationship is communication. Old fashioned, face to face,
one-on-one conversations. Sounds simple, doesn’t it?
The question is . . . are you making the most of
your opportunities to have conversations that engage?
I believe there are 8 conversations that every
manager should be taking advantage of in their quest for an engaged
workforce. Some of these are conversations you are probably already
having and some are new conversations for you to consider
introducing. All have been selected because they give managers the
opportunity to directly impact on the engagement levels of their
employees.
1. Job preview
Don’t just
conduct an interview . . . give them a realistic preview of what the
job will really be like including the highs and the lows, the
positives and the negatives. If after hearing what it’s really like
they are still keen, then you have a far greater chance of retaining
them in the longer term.
2. Induction review
An induction
review conversation allows you to get feedback on the effectiveness
of your induction process as well as give the new employee a sense
that they are now really part of the organization if they are able
to immediately contribute to making an improvement to the induction
process. It also allows you to address any questions or concerns the
new employee may still have.
3. Probation review
Traditionally the
end of the probation period is when an employee has their status as
a full time staff member confirmed. Why not also use this
conversation as an opportunity to learn more about the employee,
their goals and aspirations, their strengths and weaknesses. They
may be more willing to discuss these things with you now that they
know their employment is secure.
4. Performance review
Too many managers
(and employees) look upon the performance review process as a “form
filling exercise” designed to keep the Human Resources department
happy. They don’t take full advantage of the opportunity to have one
of the most crucial engaging conversations.
5. Employment
anniversary
Put yourself in
the shoes of the employee. A milestone arrives, another year on the
job, and no one notices. It’s a bit like having a birthday and
everyone forgets. Now imagine what it feels like to have your
birthday remembered and even celebrated. The purpose of this
conversation is to get them to think about the year just gone and to
contemplate the year ahead.
6. Major event
It may be
appropriate to initiate a conversation with your employees before,
during and after a major event, particularly those involving change.
Your goal should be to explain what is going on, answer their
questions, discuss any of their concerns and, finally, get their
input and feedback on how the process is being handled.
7. Stay interview
The important
question that remains unasked in so many exit interviews is not “why
are you leaving” but “why are you not staying?”. Rather than leave
it until it’s too late, why not conduct a workplace health check in
the form of a “stay interview”. The stay interview is a relatively
new addition to the manager’s toolkit. The main benefit of this
conversation is that managers are able to identify issues and
problems at an early stage before they reach crisis point and people
start leaving.
8. Exit interview
The exit
interview is designed to uncover issues that were glossed over,
promised and not delivered or misunderstood during all stages of the
employee’s relationship with the organization. They can also be used
to highlight the areas where the organization is excelling! What you
learn in the exit interview process should be used to improve the
realistic job preview discussion that should form part of your
recruitment process.
Karen Schmidt from Let’s
Grow! is an award winning speaker, workshop leader and facilitator
who is on a mission to grow managers into engaging leaders. Visit
her website for more good ideas
www.letsgrow.com.au
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