Leaders of construction companies want an organization that runs smoothly and efficiently—an objective that’s readily achieved when their employees are fully engaged.
Engaged employees feel passionate about their jobs, stay committed to the organization, and put discretionary effort into their work. By comparison, disengaged employees cause unexpected costs and unwelcome turmoil.
As a leader, do you know:
- The difference between employee satisfaction and engagement?
- What causes employee disengagement and what problems it creates?
- What drives the kind of engagement that leads to exceptional performance?
Employee satisfaction is the extent to which employees are content with their jobs and work environment. This sounds ideal; however, striving to develop satisfied employees requires caution. A “satisfied” employee could be overpaid, have minimal supervision, and might not be held accountable for performance. Life is good for this person but not for the company.
By comparison, employee engagement is the extent to which employees feel passionate about their jobs, commit to their organization, and put discretionary effort into their work. Engaged employees are also satisfied employees.
When employees are disengaged, though, serious problems and increased costs rise while productivity levels and workmanship can drop. Falling short of acceptable quality standards might cause expensive callbacks. And concerns emerge when disengaged employees fail to pay attention to safety—their own or others on their team.
What are frequent causes of disengagement and how can they be addressed?
Ineffective communication. To avoid or overcome communication challenges, leaders listen more, ask for and provide constructive feedback, and be clear, thorough, and consistent when providing direction.
Lack of opportunities for growth or advancement. Because most people want to expand their skills and advance within their organization, leaders must create a plan that allows team members to develop the skills that take them on a desired career path.
No connection to the organization’s vision or purpose. When employees have no sense of connection to their work’s meaning or the company’s vision, they disengage. Developing connections requires articulating the specific value each person contributes to achieving the organization’s short- and long-term objectives.
To develop engagement in the workforce, leaders have to understand these three common drivers and explore ways to achieve them:
Respect for employees. Leaders cannot fail to consistently show genuine appreciation for their employees’ efforts.
Trust. To earn trust. Leaders must do what they say, use strong communication, and be genuinely transparent in their words and actions.
Teamwork. Employees will feel engaged when they see an abundance of cooperation in their environment. Without teamwork, chaos, confusion, and conflict results—and employees disengage.
ONE LAST THOUGHT
Making employee engagement an intentional strategy should be top priority. Turning well-thought-out actions into a measurable plan is the goal. Implemented well, this plan can minimize turnover, improve productivity, and achieve greater financial performance in the long run.
About the Coach:
As a leadership development expert, Randy Goruk works with construction industry leaders to improve employee engagement and business growth. Contact Randy directly to learn how he can help you and your team: randy@LeadersEdge360.com.
Modern Contractor Solutions, April 2022
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