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Employee disengagement is a silent crisis that erodes corporate profitability. At the staggering cost of the employee DISRUPTIONS and corrosion reaching hundreds of millions annually for large companies, engaging and retaining top talent has never been more critical.
Keeping all your employees highly motivated can seem impossible. That's why focusing on your key employees can be a good starting point to boost overall employee morale. But keep in mind that the best performers are often the most difficult to engage, because their motivation is based on more complex factors than a good salary and a friendly boss.
In my experience, building a company culture that gives employees a sense of ownership while stimulating their intellectual needs is essential. Here are four ways to build a company culture that deepens and strengthens your key employees' connection to their work.
1. Empower and trust your employees
As Sting said, “If you love someone, set them free.” This truth also applies to the professional field. Top employees thrive on empowerment and free will, not constraint. To cultivate such an environment, leaders must:
- Delegate tasks and grant autonomy by demonstrating unwavering trust,
- Invest in professional development to equip employees with the tools to excel,
- Recognize and reward contributions to foster a sense of achievement and worth,
- Create a psychologically safe space for open dialogue, honest feedback and innovative ideas.
It may seem counterintuitive, but time-tracking apps are also a great way to create a sense of trust and transparency (if you use them as tools of empowerment rather than surveillance mechanisms). At my company, managers rarely check our time tracking data—it's more to support employees' work-life balance and facilitate flexible work arrangements. I trust them to work 35 hours a week and how they divide those hours each day is up to them.
Related: How to start a multi-million dollar company, according to an IBM engineer turned founder
2. Recognition and support of different needs
Employees are not replaceable cogs; they are individuals who crave recognition and purpose. They want to feel essential to the team and valued for their unique contributions. However, nearly a third of employees report feeling invisible at work. If employees feel that their ideas and suggestions do not matter, it is very difficult for them to feel engaged.
Many workplaces include employees with different tenures and work styles. Some long-term employees may become complacent or disengaged when faced with monotonous tasks and limited opportunities for growth. Others find pleasure in routine and can resist additional challenges.
Balancing the needs of these different personalities requires a deep understanding of each employee, their work style and their aspirations. A manager's role is to identify these different situations and re-motivate top performers. Ultimately, the goal is to support employees in a way that maximizes their potential and job satisfaction.
3. Create a rewarding employee journey
Compensation is crucial, but my thirteen years of leadership have taught me that it's only one piece of the puzzle of retaining top talent. Top performers, often sought after by competitors, command more than a competitive salary.
To foster loyalty and a sense of ownership, consider equity-based compensation such as stock options or profit sharing. If equity is not feasible, consider performance-based bonuses or transparent salary increases.
At DeskTime, in addition to our annual performance-based bonus system, we prioritize creating a workplace where employees flourish and feel appreciated. But even if employees leave, it's nice to see some of them come back after gaining valuable experience elsewhere. We are open to employee migration, recognizing that external experiences can lead to professional growth and a renewed commitment to our company.
4. Supports employees with families
A friend recently told me that he quit his job at a promising startup because the company disregarded employees' personal lives, especially family. For example, he mentioned that only one colleague acknowledged the birth of his daughter, while others, including management, did not say a word and remained completely indifferent.
This story made me think that employees' personal lives and family values are an integral part of a fulfilling professional life. While their personal lives are obviously their business, a manager's genuine interest and empathy demonstrates a commitment to their overall well-being, fostering a more connected and supportive work environment. Not demonstrating any care is a sign of detachment and cold professionalism that alienates people – including your top performers.
At our company, we prioritize family well-being by providing comprehensive support. This includes generous parental leave benefits, holiday gifts for employees' children, and other family-related incentives. While these actions initially felt like the right thing to do, I now recognize their significant impact in fostering a positive and supportive attitude. company culture.
Engaged employees are passionate and committed, going the extra mile to contribute to the company's success. Therefore, it should be every manager's priority to cultivate a company culture where employees feel valued, challenged and fulfilled, leading to increased job satisfaction, loyalty and productivity.
At the end of the day, everyone benefits from a friendly, rewarding and efficient work environment.