“Train people well enough so they can leave, treat them well enough so they don’t want to.” – Richard Branson
When Richard Branson talks, people listen. The energetic leader is routinely recognized for his unique leadership style and the impact it has on his Virgin Atlantic employees. He is the personification of the corporate brand.
In a recent Entrepreneur article, Branson answered a reader’s question about measuring business intangibles – those things that you know are having an impact but you can’t quite touch. In typical Branson style, he immediately pointed to the challenge leaders face with employee engagement.
He referenced a New York Times article that details research an energy company completed on employee engagement. 12 000 white collar employees participated. What they found is that there are four core needs every single employee has.
- Renewal: Simply put, employees who take breaks achieve higher focus than those who take no breaks.
- Value: People like to know the work they are doing is appreciated. When a supervisor shows they care about employees, this is greatest impact they can have on an employee’s engagement level.
- Focus: We all try to multitask too much and this penalizes both productivity and engagement levels. In the study, only one in five employees said they could focus on one task at a time.
- Purpose: It’s easy to see those employees who truly care about the company and what it’s doing.
Constant and consistent feedback from employees is critical. Virgin looks at feedback from casual conversations and surveys but they also look at those employees who are sending out the most referrals. If you think your friends and people in other social circles should work there, they are engaged in making the company better.
If you would like to know more about Employee Engagement or how to increase it, click here
– With thanks to LinkedIn Pulse
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