This Valentine’s Day, UKG’s Group Vice President (EMEA) Nicole Bello is encouraging employers to remind staff why they were attracted to their job in the first place to help reignite passion at work. Here she shares five ways that businesses can help disengaged employees fall back in love with their jobs.
2022 was a tumultuous year for relationships between businesses and employees across the UK. From the great resignation to quiet quitting, the prevailing HR trends all alluded to employee disengagement, and the statistical outlook was much the same. According to recent research carried out by the Workforce Institute at UKG, 38% of workers wouldn’t wish their job on their worst enemy.
Here are five tips on how employers can win back the hearts of disenfranchised workers:
1. It’s not you, it’s me: reengage and inspire your workforce.
Reengagement begins with reflection. CEOs and senior company figures should begin attempts to re-engage employees by looking introspectively and evaluating whether they are doing enough to ensure all staff feel valued. Executives should be accessible to the entire workforce, which means inviting company-wide feedback that is responded to personally and scheduling face-to-face time with employees where they can voice any concerns.
Business leaders are responsible for inspiring their workforce, which cannot be achieved without visibility.
2. Absence makes the heart grow fonder? Balance flexibility with unity.
Since the Covid-19 pandemic, the way we work has shifted dramatically, and employers need to acknowledge and support an employees’ desire to work in a way that is best for them. Employee preferences have been in a constant state of flux since hybrid working was first introduced – the vast majority were happy with remote work, until cabin fever set in and some employees returned to the office. Flexibility is key here.
Businesses should also look for ways to build a close-knit and unified workplace community, which can be tough with remote work limiting in-person interaction. Designated company office days and inclusive socials are effective methods of bringing employees together and instigating team-bonding efforts.
3. Plenty more fish in the sea? Not necessarily, so provide incentives that will keep your staff motivated and want to stay.
The grass might be looking greener for some employees, so it’s never been more important to engage people and ensure they’re happy and motivated in their current role.
Vacancies are at an all-time high, and many employees would be spoilt for choice if they decided to look elsewhere. Business leaders should be aware of the current climate, and clearly outline progression plans for employees to encourage retention and remove the temptation of exploring alternative options.
4. If you love something, set it free. Offering opportunities for personal development and growth is key.
Independence is an important part of any relationship, and it’s no different in the workplace. Micromanagement is no longer the way to go, and businesses need to trust their people to do what is best for them at work. Now more than ever, employees seek autonomy, and businesses should respond by looking for ways to empower their workforce.
A good starting point is the implementation of an online HR portal, accessible via mobile and desktop devices, where employees can self-service actions such as booking holidays, swapping shifts or providing feedback.
Around 77% of workers want to spend less time working and more time doing things that matter to them, so promoting opportunities for personal development is sure to boost employee satisfaction. Allowing staff to sign up for training or educational courses of their choosing will help them nurture the skills they value most, aiding progression and granting employees control over their future.
5. Communication is the key to any good relationship, so encourage feedback.
Employees should feel comfortable sharing feedback with managers, and scheduling regular meetings where they have a chance to express any doubts or share ideas can achieve this. Once an employee’s input has been received, managers should implement the necessary changes to show that they were listening, encouraging staff to speak up again in the future.
AUTHOR BIOGRAPHY
Nicole Bello is Group Vice President EMEA at UKG. Bello leads regional teams with the philosophy that people are an organisation’s greatest differentiator and relays the value of the employee experience in fostering growth to prospects, customers and partners, in both established and emerging markets. She spends the majority of her time supporting business leaders in their organisations’ workforce management evolution and guiding them into the future of work. As a woman in leadership, Bello is passionate about talent development, within her own team as well as current and prospective customers she works with.
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