Siłownia Olsztyn
There have now been a few studies this year reporting dismal American workplace results on employee engagement. The results show approximately 70% of employees are either not engaged or actively disengaged. This is resulting in significant losses in productivity, quality, and customer satisfaction. Many organizations start with improvement programs like Lean Six Sigma; only realize short term gains within these three critical business metrics. What most organizations have not learned is that the improvement programs have not failed, in most cases the leaders have failed. The starting point is not with the tools. Improvements come from engaged people who have realized value within the organization. Empowered leaders, organization structure, process design, and knowledge sharing are the required components. The starting point is with leaders who understand how to engage people and then continually support and develop them. Here are four requirements for employee engagement: 1. Leadership and mentoring - Leaders must change towards being supportive and not directive. They must understand how to be an effective coach, an effective listener, and an effective mentor. They are responsible for developing and effectively communicating a single focus strategy in which everyone can base their decisions on and everyone is able to and understands how they contribute towards the strategy. This means 100% of the people working for the organization; it does not stop at a certain organizational level. They must be able to provide mentoring for development, coach people who are struggling, and listen to what people understand the problem to be. Their basic people development objective is to instill value and security for their people. 2. Knowledge sharing organization - The traditional hierarchal organization, in today"s fast paced business environment, is too slow. There are too many approvals, too many decisions, little collaboration between departments, and too many peop