Article from www.DrMercer.com
EMPLOYEE ENGAGEMENT MADE EASY: 5 TIPS TO INCREASE EMPLOYEE ENGAGEMENT
By Michael Mercer, Ph.D.
Oct 2, 2013, 16:08
Employee engagement is a big topic in management periodicals. Strongly engaged employees are said to prove more productive and loyal than low engagement employees. Plus, surveys claim a bigger percentage of employees feel low engagement with their jobs and employers.
It is hard to tell if employee engagement is something new, or simply a phenomenon previously called something with a less captivating phrase.
Regardless, here are five actions you can do to increase employee engagement.
ACTION #1 = HIRE ENGAGED EMPLOYEES
Problem: Some job applicants care little for being productive or even showing up for work. They feel disengaged.
Solution: Hire people who exhibit strong employee engagement. And avoid hiring low engaged people.
To do this , pre-employment tests give you the fastest, most scientifically-based method to assess job applicants. For “white-collar” jobs, start by doing benchmarking study of your best employees. Have your superstar “white-collar” employees take two tests, a personality test plus intelligence-type tests. Your superstars’ scores for each job become that job’s benchmark scores. Then, have job applicants take the same personality test and intelligence tests. Applicants who get same scores as your superstars are worth considering and possibly hiring. But, applicants who get test scores different than your superstar employees may not be worth your time to interview, reference check, etc.
For “blue-collar” jobs, i.e., lower-level or unskilled jobs, use an honesty, integrity, or dependability test. Use a test that reveals the applicant’s honesty on test, work ethic, impulsiveness, theft/stealing concerns, and substance abuse concerns. Then, you can prefer applicants who get good scores on the pre-employment test.
After pre-employment tests help you quickly determine which applicants are worth considering, you must interview finalists.
Here is one job interview question that I find amazingly insightful. Near end of job interview, ask the applicant, “When you finish your work, what do you like to do?” Hint: Job candidate with a good work ethic will read into the question that they need to find additional tasks to do in their job. However, job applicants with lousy work ethic, who have low employee engagement, will read into the question that you are asking them about after-work, personal, non-work activities.
ACTION #2 = SET CLEAR PRODUCTIVITY & BEHAVIOR STANDARDS
Tell employees know exactly how productive they must be to keep their jobs. Use quantitative productivity measures whenever possible.
Also, tell employees how they must behave. This includes showing up on time, low absences, working while at work (not goofing off), and helping co-workers and customers.
ACTION #3 = GET RID OF EMPLOYEES WHO DO NOT MEET PRODUCTIVITY STANDARDS & BEHAVIOR
Fire or terminate employees who do not meet your productivity or behavior standards.
ACTION #4 = PUBLIC EXECUTION OF UNDERACHIEVERS WHO SHOW LOW EMPLOYEE ENGAGEMENT
When you fire an employee for being an underachiever, make sure all your employees know the reason. Make sure they know they may be terminated if they fail to meet or exceed your standards for productivity and work-related actions.
Why? Because turning one or more firings into publicly discussed events will make every employee aware of what might happen to them if they show low employee engagement.
ACTION #5 = CELEBRATE WHEN MINIMALLY ENGAGED EMPLOYEES LEAVE
Go into the department where that low employee engagement person worked. Their department colleagues realize that underachiever was a goof-off or lousy employee. Hold a celebratory snack or meal with everyone. At the celebration, a company executive should give a brief speech congratulating and thanking the engaged employees for their productivity and contribution to the bottom line. Also, the executive briefly should list reasons it is wonderful when a co-worker with low employee engagement leaves your company.
Note: Such events will become company folklore. Future employees will hear about this. That is terrific, because the employees will carry on your company’s culture which includes strong employee engagement.
SUMMARY OF EMPLOYEE ENGAGEMENT MADE EASY
First, use pre-employment tests to hire people who are likely to enjoy being highly engaged, productive employees. Second, set clear productivity and work behavior standards you expect from employees. Third, fire or terminate employees who underachieve. Fourth, make sure all employees know reason you terminated underachievers who showed low employee engagement. Finally, celebrate when you get rid of employees who exhibit weak employee engagement.
The pre-employment tests in hiring plus the other four actions will result in your company profiting from your corporate culture that insists on terrific employee engagement.
Michael Mercer, Ph.D., is the researcher and creator of all 3 “Forecaster(tm) Tests” – pre-employment tests: (1) “Dependability Forecaster(tm) Test,” (2) “Behavior Forecaster(tm) Test,” and (3) “Abilities Forecaster(tm) Test.” Dr. Mercer also is author of 6 books, including “Hire the Best & Avoid the Rest.” You can call Dr. Mercer’s office at (847) 382-0690, or you can read about the 3 pre-employment tests and 6 books at www.Pre-EmploymentTests.com