By Sadie Williamson
For any company, success is largely dependent on how well workers perform. I’ve long since learned that employees who perform the best are almost always those who are most engaged with their projects and teams. But you might be surprised to find out that one of the biggest contributing factors to the motivation and good feeling of an employee is often their relationship with their manager.
In a study by the OC Tanner Institute, 37 percent of employees reported recognition from management as by far the most important factor for employee motivation. A similar study found that 79 percent of people who quit their jobs do so because they don’t feel appreciated.
The most successful managers understand their responsibility for employee engagement and recognize how good employee relations contribute to a flourishing company.
Unfortunately, evidence also shows that companies are not taking steps to equip their managers to handle the softer aspects of the role. A CareerBuilder survey found that 58 percent of managers reported receiving no training for their current position. While there is no instruction manual or rule book on managing and leading people, my time in the corporate world has taught me that there are steps that you can take to navigate this complicated responsibility. Continue reading
by Kaitlin Woolley and Ayelet Fishbach
When interviewing for your next job, how can you impress your recruiter and increase your chances of securing a job offer? Of course you may wish to emphasize your ambitions and goals you hope to achieve as a result of working at the company — your extrinsic motivation for the job. But to what extent should you also emphasize your love for your work and what you hope to achieve as part of the process of working at the company? This comprises your intrinsic motivation for the job, and most of us understand how important it can be to sustained engagement at work; but do recruiters care to hear this?
Our research suggests that they do — and that job applicants aren’t taking advantage of that. Indeed, we have found that people fail to predict the power of such a statement of intrinsic motivation on the impression they make.
To examine this prediction problem — the discrepancy between what candidates think will impress recruiters and what recruiters actually find impressive — we surveyed 1428 full-time employees and MBA students across five studies. Some provided their predictions, guessing what recruiters would find impressive when hiring a job candidate. Others told us what they actually valued when making hiring decisions.
by Brad Stulberg
What if striving to be great is what’s holding you back?
“Good is the enemy of great” is one of the most popular self-improvement expressions there is. It’s the first sentence of an international bestselling business book, the title of another self-help book, and a mantra that NFL superstar J.J. Watt has used in press conferences. It sounds appealing and rolls off the tongue nicely, but there’s a good chance it’s downright wrong.
We’re told that striving to be great and never being satisfied are necessary to meet the ever increasing pressures and pace of today’s world. It’s the only route to success. But what is it all for? What does success even mean? Rates of clinical anxiety and depression are higher than ever. Some experts believe that loneliness and social isolation have reached epidemic proportions. Two-thirds of all employees report feeling burned out at work. Surely this isn’t the kind of success that everyone is after.
Zen master Thich Nhat Hanh offers that true success means feeling content with the unfolding of your life. It is “finding happiness in your work and life, in the here and the now.”
by Robert Glazer
The next time you’re in a company meeting, look around the room. Chances are, two out of three people there isn’t happy on the job. This sobering thought comes from a recent “State of the American Workplace” survey by Gallup, which reported that only 33 percent of U.S. employees are engaged with their work.
What does it mean for a business to have a majority of its employees disengaged? Typically, teams will fall apart as disgruntled workers spread discontent. If no one takes action, that can lead to poor performance and a high rate of attrition.
According to Gallup’s calculations, there are high costs to disengagement—up to 34 percent of a person’s salary. That means a manager making $100,000 is wasting $34,000 simply because he’s not psychologically invested in the organization’s mission, vision or culture. That’s a compelling reason to reexamine your game plan for motivating employees. Continue reading
How the people working in government manage tech-driven innovation.
The public sector is the largest employer in the world. In OECD countries, nearly 23 percent of the total workforce is employed by government agencies. Around the world, this figure ranges from 5 percent in Japan to much higher in countries like Saudi Arabia (35 percent), Russia (40 percent) and India (55 percent). Small countries like Estonia and Singapore – leaders in smart government initiatives – also have sizeable public sector employment (22 and 32 percent, respectively). It is surprising therefore that few, if any, studies have been done on the effect of ongoing technology-driven governmental transformation on the people who deliver it. That is, of course, unless something goes wrong, like in the case of Phoenix, the Canadian federal payment system, SKAT, the Danish tax agency or the Obamacare portal.
To shed light on this topic, INSEAD and EY teamed up to launch an in-depth study of five major digital transformation projects in five very different countries. The study began with the Health Authority of Abu Dhabi (HAAD) and went on to study the Federal Tax Service in Moscow, the digitalisation foundation called BiscayTIK in Bilbao, the national ID administration AgID in Rome and the national employment agency Pôle emploi in Paris.