Today's workplace presents a set of unique challenges and obstacles for the modern day leader to such an extent that the prospect of leading others is not as attractive as it once was. The task of retaining talented employees is one of the toughest challenges of this decade. Our workplaces are characterised by less resources, longer hours, more information, shorter lead-times, more pressure and stress and generally less support than ever before. British Gas is currently bitterly immersed in a labour dispute and is a perfect example of employee disengagement which illustrates my point. The GMB union sent out a questionnaire to nine thousand members and received three thousand responses the majority of which are complaints surrounding the management regime. Apparently the skilled engineers are feeling overworked and being made to sell to customers while they are working in their houses. They feel micromanaged and subjected to a draconian regime. This quote demonstrates the strength of that feeling; 'I used to love working for British Gas but I haven't felt like that for a long time. They don't value an engineer who can repair a boiler, although they value an engineer who can sell a boiler. Now it is all about profit and no customer service'. These workers feel that pride in their jobs is being eroded by heavy workloads and the pressure to sell to customers. British Gas has recently posted glowing company figures. Whilst change is inevitable for all of us and we need to move with the times the failure to listen to and acknowledge employees feelings only serves to further isolate and encourage them to vote with their feet. Globalisation and technological advancement has transformed the majority of wealth creating work from physically based to knowledge based with increased mobility of information and of the work force itself. Knowledge and expertise can be transported instantaneously around the world taking competition to ridiculous new heights. People become the critical differentiator in business where the requirement for creative and innovative differentiation has never been greater. Happy workers leads to less absenteeism, more satisfied customers, deeper knowledge within a business and makes for a better employer brand when seeking to hire new talent. Employees themselves have increasing power to create meaningful work and to design a lifestyle that suits them. The recession may well have tipped in favour of the employer over the last few years, bringing with it a culture of fear, uncertainty and a feeling of powerlessness yet there are bigger picture issues which are swinging in favour of the empowered employee. The workforce is aging and changing demographics combined with increasingly global markets means there is still a shortage of skilled, competent talent, especially engineers. Original and creative types are even scarcer, often choosing to go it alone and work for themselves rather than being constrained by the rigid rules and culture of a large organisation. Employers need to understand their workers changing values and provide the right environment conducive to mind, body, heart and spirit so employees can grow and develop and achieve their goals and feel pride in their work. Generation Y people, for example, place far greater importance on trust, ethics, pride and general well-being. They do not believe in blind corporate loyalty. So employers need to prioritise work and life balance and the community values of their employees not just job security or having the best pay and benefits package. The more progressive companies out there recognise the importance of allowing their workers to develop their roles and to providing a learning organisation where the value of 'potential' is as great as skills and competence. The growth of new industries around the internet and associated technologies combined with lifestyle changes means it has never been easier to set up your own business. Every day 160,000 people around the world start a home business. One of the key motivations for running a business from home is the relatively low start up and investment costs along with reduced overheads and, of course, the tax benefits as running costs can be offset against tax allowance. Other reasons involve no commuting downtime and ,therefore , potentially higher productivity and the benefits of greater flexibility to accommodate family and greater personal freedom of being your own boss. Whilst the large companies have gone to considerable lengths to introduce flexible working and home working to mitigate staff turnover the new challenge becomes how to motivate a virtual team of individuals. Given that a five percent reduction in staff turnover can mean a forty per cent increase in productivity and the cost of a new hire is on average nine thousand pounds per employee it pays to keep the workers you have happy. When it comes to motivation, everyone is different and a one size fits all policy is not going to work. According to employee surveys the top three engagement factors are; •Relationship with your boss. •Relationship with your colleagues. •Recognition for your efforts and feeling valued for your contributions. So communication and involvement in the decision- making process is of critical importance, yet, far too many employees are the last to hear what's going on in their organisations. Until companies truly grasp the importance of recognising their employees as whole human beings rather than just as resources which are easily expendable then the engagement and motivation problem is here to stay and companies will continue to drive their people away. Meanwhile, workers are beginning to wake up to the fact they are more aware of their power and of who they truly are and what they truly want.They become more determined to do something about it. They realise they can become the creators of their life. They want purposeful work and want to bring their heart and soul to what they do. Success is measured not just by material possessions but also by contribution. Employees become free spirits with value and imagination and the complete manifestation of empowered individuals.
Article Source: http://www.articlecontentprovider.com/articlesubmit
The article provides a summary of workplace challenges for the employer around engagement and motivation and considers the shift of power in favour of the employee.
Kath Roberts is a corporate escapee, now an entrepreneur who coaches others in how to follow her lead and set-up their own home-based business selling personal development products.The business opportunity offers time and financial freedom with a sense of purpose and satisfaction from being able to help others take back control of their lives For more information please visit: Alchemy4thesoul.com
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