If you ask managers what their employees want most from their jobs, many will respond “money.” The general belief is that people will work harder when offered more money, they leave one job for another because of money, the reason why they want the promotion is money.
Though money does play a role in what job a person may select, the more important aspect in selecting and staying in a job is purpose – of making a difference and providing an impact. We all contribute more when we do meaningful work. And the reality is that jobs that add value and make a difference inspire performance and loyalty in the workplace.
In order for managers to inspire performance and loyalty, they must first understand and recognize the three types of employees: A-level, B-level and C-level. A-level employees choose to show up to their work with an intention of bringing their best and making an impact. The Gallup Organization calls this type of employee “engaged” and states only 29 percent of today’s employees are engaged. The B-level employees comprise around 52 percent of the workforce – they are the employees who do just enough not to get fired. The final 19 percent are C-level employees. This group is disengaged and disinterested in their work.
Understanding these three types of employees is critical to know how to sustain the As, and inspire the B and Cs.
Here are four easy-to-implement ways managers can add more meaning to their employees’ jobs:
1. Hire employees who fit their jobs. Employees who have the talents, strengths and passions are the ones who show up capable and interested in their work. Because they are good at what they do, they find ways to bring their best and expand value for the organization in their areas. to show you how the Fire Up! Process can help you hire the right person for each job.
2. Provide context. Explain to each employee the importance of what they do and why it makes a difference. In many organizations, employees are given their small puzzle piece – without any idea of what the picture will look like when all the pieces come together. Without context, they lack a sense of purpose, value and contribution.
3. Communicate regularly about important things. There should be a clear and open communication between employees and management. By ensuring information moves easily in both directions, employees can consistently be updated from management, while offering their own updates. This approach also encourages new ideas, keeping a company fresh and innovative.
4. Give tasks that make a difference. Employees have jobs that matter. Not only do they understand why their job is important, but the job has intrinsic value. We all want to contribute to something of great value.
As mentioned above, though there are a number of factors in play, the greatest factor is meaningful work. In his 18-minute TED talk, Dan Ariely, a behavioral economist, says “Contrary to conventional wisdom, it isn’t just money [that makes us work]. But it’s not exactly joy either. It seems that most of us thrive by making constant progress and feeling a sense of purpose.”
We all want to feel that we matter – that what we do has meaning. The more aware we are of our talents, strengths and passions, the more we can align ourselves to work we personally find meaningful. Couple this with improved communication by today’s management to build the bond and provide context about the work, and employees have the ability to know how to connect what they do best to add value, make a difference. Take away their sense of fit and job context and we’ll find the only way to meet monthly performance targets is to bribe with bonuses.
Please share this with someone who can benefit from it. And to learn more about the Fire Up! Process – its programs, tools and seminars – that can help you create and retain a superstar workforce.
Dan Ariely, job description, make a difference, manager, meaningful work, purpose, TED talk, workplace communication
This entry was posted on Monday, April 15th, 2013 at 12:40 pm and is filed under For Managers. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.
