On the Evolution of Work Systems in the Digital Economy
Tag Archives: Employee engagement
Missed deadlines mean lost customers.
This is true whether you’re shipping products, performing installations, or delivering food. Imagine you run a cable company. You have a customer that rearranged their day and stayed home from work to let your installation specialist in during a 4 hour service window. If your worker shows up late, you’re probably going to lose that customer (and likely get a bad review). Fortunately, there are two proven strategies that can help you stay on top of deadlines, increase customer satisfaction, and earn repeat sales: backward scheduling and forward scheduling.
What Is Forward and Backward Scheduling?
Forward scheduling and backward scheduling are planning strategies. Both methods are useful for strategic planning at all levels of complexity. Whether you’re mapping delivery routes for multiple drivers or scheduling maintenance appointments for service teams, you can benefit from using one or both of these strategies. Read more of this post
Avid gamers are all too familiar with this sequence of events: Your stomach is growling and you start to feel a strong urge to use the restroom but you think, “After the next level!” Hours later, being transfixed by your own progress through a difficult stage in the game, you still haven’t budged as the next big “level up” is quickly approaching and you’re trying, with all the inner strength you can muster, to ignore “nature’s calls.” I think it’s safe to say that, for a majority of us, this level of engrossment is rarely found at our jobs. This is why, at a much earlier stage in my life, my dream was to be a video game tester. Upon looking around at the different types of jobs and career paths out there, I didn’t think this level of absorption and investment could be experienced elsewhere. However, my current understanding is that there hasn’t been a whole lot of interest and effort to produce this type of engagement at most organizations. So I ask disengaged workers, wouldn’t it be great to feel just a tad like this at your job? Read more of this post
Conventional wisdom posits that the needs of employees and their employer are at odds with each other, however this assumption is not necessarily true. A mutually symbiotic relationship granting employees freedom and flexibility while increasing engagement and, hence, productivity is achievable! Why Managing Sucks and How to Fix it: A Results-Only Guide to Taking Control of Work, Not People will force you to examine how you think about work as well as how we unknowingly support the current, conventional view of work through the establishment and use of flexible work arrangements. Conventional flexible work arrangements, by the way, can’t achieve what a results-only work environment (ROWE) can. Read more of this post
Still not convinced that there is a pretending-to-work phenomenon? To follow-up on my previous post, They need to see you there to know that you are working… Not!, this post explores answers to who is likely to pretend to work and why. After digging deeper on the Internet for more information on this topic, I discovered a unique coaching service catering to employees at the website Looking Busy: 50 Ways to Look Busy at Work Even When You’re Not.
According to this website, Looking Busy coach, Jay Schorr has over 15 years of experience looking busy at work and is in demand by both employees interested in learning how to look busy and by managers interested in identifying “looking busy” behavior. Now curious, I emailed him to inquire if he is currently coaching and asked how he came to the realization that his service would be helpful to many people. The answer is, yes, he is currently coaching. Moreover, Jay Schorr’s response addresses why it behooves employees to act busy: Read more of this post
In The Engagement Equation: Leadership Strategies for an Inspired Workforce, authors Christopher Rice, Fraser Marlow, and Mary Ann Masarech provide a thorough guide for organizational leaders interested in improving work engagement. At the outset, they establish that engagement is a unique construct that is distinguishable from satisfaction, motivation, and commitment. Furthermore, employee engagement is an individualized equation expressed as the combination of maximum satisfaction for the individual and maximum contribution for the organization. From there, they discuss particular industries (e.g., where there is a high degree of interaction with customers) in which employee engagement particularly impacts results. Additionally, the authors caution against assuming measures that have increased engagement in one geographic region would similarly increase engagement in another. Read more of this post