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Workforce engagement

Key drivers of People Performance

Talent optimization helps to protect a company from workforce disengagement and drive discretionary effort.

We can think about the difference between engaged employees and disengaged employees as the difference between those who “want” to versus those who “have to” when it comes to how they feel about their work.

The “have to” person is just barely meeting the minimum requirements of a job while the “want to” person is much more productive.  

We clearly want a productive workforce, people that are engaged, those that come to work happy. We want our people on the trajectory of the want to curve And we desperately want to avoid the have to curve - these people are typically disengaged, doing the bare minimum

I/O psychologists have found four key forces working against productivity that block organizations from achieving great results. These forces have a detrimental effect on the people on the “want to” curve and they inhibit the people on the “have to” line to step up.

The forces are:

Job Fit - Poorly defined positions, sloppy hiring processes, or evolving business needs create a mismatch between employees and their roles. Lack of job fit directly impacts motivation and productivity. Someone who is in the wrong role or who doesn’t have the right support to do their job is not going to be excited about the work they do everyday.  A mIs hire can be devastating on an individual’s performance while also impacting the morale of others around them.

In context, Performance Fingerprint technology offers a more precise and accurate forensic level of on-job evaluation using local workforce and work place data for greater precision than previously possible. 85 years of I/O psychology on performance drivers distilled

Manager -  The relationship between employees and their managers is critical, yet many managers are poorly equipped or not trained to effectively understand their employees’ individual needs. They struggle to communicate with and motivate their employees.

Team - Team-based work is more critical than ever, yet poor communication, insufficient collaboration, and inability to manage the tensions inherent to teamwork continue to extract a massive tax on productivity and innovation. Toxic teams put goals at risk.

Culture - (cultural misalignment)is another critical area that can block great results. To be productive and engaged, employees need to feel they belong. When they feel out of tune with their organization’s values, or when they lose trust in their leadership, their own performance suffers, and they can create a toxic work environment that undermines productivity.

The forces that destroy engagement are the same forces that drive engagement. Being mindful of these forces, allows leadership to apply them as levers to increase engagement and productivity.

Organizing talent means always considering these factors. An optimized healthy organization prioritizes and considers them, with every people decision and action it takes.

In a workshop we frame a discussion around these disciplines and consider how to create alignment between people and jobs, people and managers, people and teams, and people and the organization.

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