Cultivating employee potential, engagement, and performance
When employees are applying their potential and fully engaged, everyone wins - employees, customers, investors, and the organization.
Talent represents one of the organization's most important investments.
Organizations who prioritize "people potential" are positioned to optimize that investment. They seek opportunities to fully engage employees with meaningful work, an empowering work environment, and ongoing learning to name a few. Employees in turn are willing to invest their energies - physical, mental, and emotional - in making the organization successful. And it works.
Yet studies show that the Western world is experiencing worrisome levels of employee disengagement resulting in, for example, absenteeism, active harm to the organization, and losses in productivity and profitability. Low employee engagement translates to low organizational performance. Everyone loses - employees, customers, investors, and the organization.
Certo helps leaders and organizations seize opportunities to encourage employee potential, engagement, and performance. For example, onboarding, recognition, and change.
Setting newly-hired or promoted people managers and leaders up for success by establishing an integration program and appointing dedicated people - internal (peers, managers, mentors) and/or external (coach) - to accompany them during the first 90 days.
With onboarding: People managers and leaders who are carefully and promptly assimilated can more quickly build crucial connections and develop a better understanding of the context of their new role and responsibilities. With relationships and organizational savvy, they are able to confidently deploy their potential becoming autonomous and operational - an engagement and performance win-win for employees and for the organization.
Without onboarding: When employees with people responsibility struggle with the transition into their new role, so do the individuals, teams, and organizations who work with them; the effects of poor onboarding impact the customer experience as well.
Appreciating and acknowledging what's going well, a job well done, or what's best in a person or in an organization is one of the most rewarding (and least expensive) gestures one can make.
Based on years of research and work with organizations, Ronald Fry, PhD., of Case Western Reserve University asserts that when we appreciate our positive attributes and accomplishments, we not only begin to see more of them but we also generate more hope and confidence in our potential and future possibilities.
Even a little bit of genuine recognition goes a long way in fostering an empowering work environment, boosting confidence in one's potential, and encouraging performance. Sam Walton, founder of Walmart & Sam's Club, wisely said:
"Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They're absolutely free and worth a fortune."
Embedding practices for embracing and accompanying change in the organization is essential for organizations to survive in today's rapidly evolving world.
Why? Because organizational change occurs only after change happens at the individual level. Jack Welch, former Chairman & CEO of General Electric, explains:
“If the rate of change on the outside exceeds the rate of change on the inside, the end is near.”
Knowledge is empowering. The sooner employees are trained on change and understand what it means at a personal level, the sooner they are able to engage in change at an organizational level. Successful change efforts require employee engagement.