THURSDAY THOUGHTS! - Biggest irritant in understanding whats going on?

Posted by | February 23, 2012 | Thursday Thoughts | No Comments

Staff Engagement : What Really Works?

A thought to ponder as we go into another weekend:

“As a member of staff, what’s your biggest irritant in understanding whats going on in your workplace?”

There is an awful lot written about staff engagement generally: the good, the bad and the downright ugly demonstration of it.  But when it comes down to it, how effective exactly are the type of staff engagement initiatives you’ve experienced?  Have they worked well or not so well?

There are always things in organisational life that many don’t really want to be bothered with.  But more importantly, there are things that we definitely DO want a much closer knowledge of.  Solutions often come in many shapes and sizes and from multiple directions, so share both the worst and the best of how you have been involved in the past, and share:

“your biggest irritant in understanding what’s going on in your workplace”.

Looking forward to the responses on this one – PLEASE share widely with your networks so we get a wider contribution to this important question.

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Sharon Davidson
Organisational development professional specialising in personal, team and whole organisation improvement. Full range of OD tools and techniques available including: Belbin team role analysis; learning style inventories; 360 degree feedback; cultural assessments; personality psychometrics; strategic planning and workshop facilitation. (This list is not exhaustive!)

Improvement is everyone's concern: +44 1550 720902 will start that process today.

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  • Georgie Agass says:

    For me, the biggest hindrance to understanding what’s going on in the workplace is nothing to do with poor internal communication or lack of engagement. [If anything, I find it hard to *disengage* from my employing organisation, even if it’s not a good one; I know it makes me sound like a swot but I always seem to have ideas (some quite strange ones, I grant you) about how to change things (hopefully for the better) – I just can’t see the point of turning up each day and not taking an interest in what’s going on; it would break my soul!]
    For me, the biggest hindrance is that the organisation’s leadership function either doesn’t know where it’s heading, or doesn’t know where it wants to be heading, or doesn’t know how it should get from where it is now to where it wants to be in 3/5/10 years.
    And as a communications professional (now specialising in internal comms, funnily enough) I know that you can have an embarrassment of resources (budget, creativity, talent, commitment from all levels, milk and honey in abundance) but if you don’t have a narrative about what the organisation is doing (including why and preferably how) then you’re heading up a well-known creek without a paddle.
    Most papers I’ve seen on employee engagement say that ‘commitment from the top’ or ‘board buy-in’ is the one crucial ingredient an organisation needs before it can start to communicate well internally (aiming then for good employee engagement). But I contend that even before you secure this, you need a ‘top level’ or board which knows what it is doing. If this is in place (and a good comms professional can help a leadership function articulate it, but can’t decide it for them -unless they are the board/ chief exec…!) then the rest might still be a complex jigsaw which takes time to put together, but at least you know you’re not missing a crucial piece.

  • Peggy Edwards says:

    Having once worked for an organisation who insisted in quarterly ‘engagement’ all day events and had us doing odd things with post-it notes, glue and magazine cut outs the most irritating things is the falseness of being allocated to table to ensure you ‘mix’ and then having no outcome from the tedious things you did.
    The good bits of engagement I have been involved with has respected your point of view and actively encouraged it and responded to it, and explained when your point couldn’t be taken forward.
    However it is EXTREMELY frustrating when your organisation will not make a decision, never mind find the way forward and lead its team.

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