Recent research has shown that employees in Singapore are not happy in their workplace – indeed, out of 14 countries polled,Singapore is ranked last in workplace happiness! Unsurprisingly therefore, they also ranked as the least loyal to their employers. The research, also revealed that only 12% of the Singaporean employees surveyed reported having a positive and supportive workplace.
Worker perceptions such as these usually accompany less than optimal productivity and a higher than desired staff turnover rate, including problems with talent retention. To do something about this situation, employers must be aware that loyalty and staff retention is not just about money, but about whether staff perceive themselves to be appreciated, valued, supported and respected.
So what can individual managers do to make employees happier in the workplace and thus increase productivity, loyalty and talent retention? Here are 6 areas that might be improved upon:
1. Appreciate and Praise
How often do you hear managers saying ‘thank you’ to staff for their efforts? Even when people ‘go the extra mile’, they frequently are not thanked. A simple ‘thank you’ every now and then has a positive effect on employees and tends to result in them doing more. Similarly, praising staff not only for extra effort or showing initiative, but also for just doing their job well, can help create a positive atmosphere in the workplace.
2. Be Supportive
Being supportive of staff has two aspects – supporting them in doing their job and supporting them with the non-work part of their lives. Even employees who are getting the job done may be struggling to do so. Having a chat with individual employees to check on how they are getting on can sometimes uncover seemingly simple little things that inhibit easier or greater performance. Such chats can also reveal problems in their non-work life, and since what affects their personal life affects their work, facilitating or assisting them in resolving personal issues will also facilitate greater productivity. More importantly, by being personally supportive of staff, the manager builds a more positive and supportive workplace.
3. Provide Training and Development Opportunities
The primary responsibility for the training and development of staff lies with the individual manager. The training or learning & development department is responsible for supporting managers with this, but the primary responsibility lies with the line manager. Managers should be proactive in this regard and always include training & development in performance reviews. Even outside of the formal review, managers should be attentive to signs of a training need or a subtly expressed desire for development. Providing training and/or development opportunities need not necessarily involve a course or cost scarce money. The old ‘sitting next to Nellie’ type of training where an employee sits in with a more experienced or better performing member of staff can produce great results. So too can simply letting a staff member shadow a more senior person for a period to learn more about a job they aspire too. By providing such opportunities, a manager can foster a better atmosphere of support and loyalty.
4. Involve and Engage
The benefits of employee involvement and engagement are increased motivation and commitment. Even in his or her own department, an individual manager can increase the level of employee involvement and engagement. Informing staff of all that is happening is a first step whether this is done through team briefings or a weekly e-mail. Consultation with staff over matters that concern them or their work where the manager informs, listens, and takes into account the ideas, proposals and concerns expressed by employees is another way of building motivation and commitment – but such consultation will be seen as meaningless by those ‘consulted’ if the manager’s mind is already made up. A staff attitude survey can also be a good starting point, provided that the results are shared with staff and they are involved in resolving any issues raised.
5. Ensure Fairness in Procedures and Process
Perceptions of unfairness can lead to reduced motivation and commitment resulting in reduced productivity and loyalty – employees are willing to do less and often criticise the company to outsiders including customers. On the other hand, perceived fairness leads to increased commitment and motivation, greater effort (particularly discretionary effort), reduced absenteeism and increases talent retention.
Procedural fairness relates to the fairness of processes such as the performance appraisal system or the career management system. Many performance appraisal systems have a de-motivating effect on staff. Those where the appraisal process did not begin with objectives being agreed for individuals at the outset and where the manager outlines where the employee could have done better are an example – certainly the employee could have done better if they had known that the manager would focus on these particular aspects of the job! Surely it’s only fair to let employees know exactly what they will be judged on at the end of the year.
Interactional fairness is about treating employees with dignity and respect. Procedures and processes may be fair, but sometimes the way they are administered by individual managers may be perceived to be disrespectful. Shouting at staff, admonishing them in front of others, ignoring their opinions, sexually harassing them are all examples of not treating staff with dignity and respect.
6. Pay Attention to Atmosphere and Ambiance
What is the atmosphere like in your workplace? Is it overly quiet, cheerless, dour and depressing? If so, productivity will be below what it could be and staff if surveyed will report the type of perceptions outlined at the top of this article. It will be an effort for them to go to work. Or is your workplace a place where people crack jokes, banter with one another, where laughter can occasionally be heard, where staff take coffee breaks together, etc? If so, employees will more likely ‘go the extra mile’ when needed, even without being asked. They are probably committed and loyal to the company. Productivity should be good and staff will be willing to make it better.
Many of these suggestions are inter-related. For example, providing training & development opportunities can be perceived as being supportive, engaging, and appreciative. Consulting and listening to staff can be perceived as promoting fairness as well as involving and engaging. Both of these examples will help develop an atmosphere in which employees feel valued and respected.
So even if the company is not a happy workplace, an individual manager can take steps to ensure that at least the part they are responsible for is.