Page 29 - Mobility Management, October/November 2020
P. 29

We are all aware of the compounding effects of
unlocking the power of engaged employees. As noted in
the 2017 Gallup whitepaper State of the American
Workplace, “simply put, engaged employees produce
better business outcomes than other employees —
across industry, company size and nationality, and in
good economic times and bad,” The benefits are swift in
the moment and tend to have long—standing positive
impact as well. Creating an environment where
employees feed off the positive energy of their
colleagues is not easy, but when done well, the results
are amazing. It is proven that when employees feel
valued and cared for their engagement increases.
R According to the Qualtrics 2020 Global Resilience
Report, employees feeling that their leaders make
decisions with employee well—being in mind is the #1
driver of employee engagement. I have long been a
proponent of “making it personal.” At its core, this means
' demonstrating that we, as leaders, are committed to
Re     I n g understanding the needs of each individual employee, to
' truly listening to them and to always supporting them
a      both personally and professionally. Our job as
and UnI,OCI(|ng leaders is to unlockthe inherent
I passion and commitment of our
Em P oyee Engagement employees through servant actions tied
to the well-being of our employees,
customers and communities.
By encouraging and empowering leaders across an
organization to lead in this manner, it leads to a caring
O 0 culture. Creating a caring culture is not easy. It requires a
.. . . . . . . . 0 . . 0 . Passion to always do what is right and to address
employee needs, regardless of effort and cost. It requires
tangible demonstrations of compassion and creating
, N platforms and opportunities for employees to help one
another when they need it most. It requires having a
sense ofwhen policies need to change. This relentless
' ' ' ' ' ' ' ' ' ' ' ' ' ' ‘ ' ' ' ' ' ': pursuit of a caring culture helps drive unification among
O : employees.Thisis criticalin times of crisis but will be
0 : fleeting without also providing complete transparency.
  : when there is uncertaintyallaround,and when there are

: conflicting messages in the news media and from

3 political leaders, it is disruptive and taxing on the minds

' of employees. It is not helpfulto also have that in the
workplace. Communication and transparency are always
important, but never more so than during confusing and

O I: challenging times. Amidst allthe turmoil and confusion,
I being very clear on what the organization is doing and
O 2 why, as wellas what the implications are attheindividual

. employee level, is paramount and demonstrates to all

: employees that the organization truly cares about them.


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