Tag Archives: enablement

Engaging Minds and Hearts- The most crucial of them all, Productivity

This blog post has been written by Amer Haleem, Country Manager, Productized Services, Hay Group India

Focus on Innovation. But don’t forget to focus on the most crucial of all elements- Productivity. If you are lost after reading that statement, don’t worry. I am going to expand this further for your understanding. I have spoken about the six big megatrends that will change the global business environment before and through this series of blogs, I try and provide a few solutions to the five major challenges that organizations are bound to face in the next 15 years. We’ve already spoken about collaboration, transparency, agility and innovation.

In my last blog, I stressed on the need to ensure innovation is part of the culture of an organization. Now, here’s the thing. The megatrends will pull organizations in two directions at once. So, like I stated right in the beginning- focus on innovation, but don’t end up neglecting productivity. Organizations need to focus on operations and ensure that their employees are productive. As always, the solutions to meet this end are directly linked to an engaged and enabled workforce. Balancing innovation and productivity would require multi-tasking. Therefore, maintaining productivity and focusing on creating new ideas will have to go hand in hand.

To ensure productivity, organizations will have to keep their employees completely engaged. Employee motivation is absolutely mandatory to deal with the challenges of the future. At the same time, to ensure that your workforce works hard, but also manages to have a work-life balance is important. This is where enablement is necessary, to ensure employees can be efficient and accomplish tasks without dealing with unnecessary hindrances.

To achieve business goals, sometimes, you would require your employees to put in those extra hours. But, then how do you ensure your employees don’t end up being frustrated? It’s clearly not an easy situation to deal with and the present scenario isn’t an ideal one. Our research reveals that almost a third (32 percent) of employees worldwide express concern about stress at work and almost two fifths (39 percent) don’t feel that their companies are doing a good job of helping them to balance work and personal responsibilities. Businesses are also falling short when it comes to creating enabling work environments. Close to half of employees describe their organizations as not operating efficiently (44 percent); and not effectively organized and structured (45 percent).

It’s not a pretty picture and this is clearly a crucial challenge that companies will face in the next 15 years. So, what can you do to ensure that your workforce stays committed and productive? Based on our research, here is a glimpse into some of the measures that you can take to keep up:-

  • Stay focused- don’t take on all challenges at once
  • Be fair- promote a sense of equality through clear communication
  • Guard against complacency- Avoid the trap of routines
  • Define authority- Clarify employees’ decision- making responsibilities
  • Draw lines of responsibility- Specify accountabilities
  • Emphasize the importance of well-being
  • Assess opportunities for digital tools to increase productivity
  • Don’t be afraid to make bold organizational decisions

It seems like a long to-do list and it won’t be easy to strike the right balance. But, since this is one of the key challenges of the future- the right time to start paying attention to this is now!

Interested in keeping your workforce engaged and enabled? We now bring to you a very exciting offering. Download our ‘Engaging hearts & minds’ report now to avail the offer.

Get our e-Report Now >>


Employee frustration: The bane of workplace productivity

Workplace frustration is a silent epidemic creeping through organizations, yet it is rarely confronted or even recognized. Frustration wears down motivated, dedicated employees who really care about their jobs but can’t get the organizational support they need to get things done. Focused on making contributions, these employees often hide their frustration, leaving managers in the dark about their discontent.

Just as the epic Batman movie finds the masked superhero struggling to hold his own against Bane, his sinister nemesis; there is a silent bane to productivity lurking in our workplaces – frustration. While many organizations proclaim that people are their most important asset, a good many fail to act as though they really believe it.  But that doesn’t make it any less true that talented and engaged employees can provide the most sustainable source of differentiation; a competitive advantage that competitors simply cannot replicate.

Though frameworks for understanding employee engagement vary, it commonly looks to capture levels of commitment and discretionary effort demonstrated by employees. Simply put, engaged employees are more likely to be willing to go above and beyond formal job requirements (the ‘discretionary’ effort), make for better organizational citizens, and devote greater effort and ownership towards their work.

Despite the plain stating, this remains a challenging issue for organizations to address. In a climate where they are straining to do more with less, organizations cannot afford to squander the energy of engaged and motivated employees. Tapping into the discretionary effort of engaged employees has become all the more imperative given today’s business outlook. The ever-increasing pace of change in modern organizations calls for employees at all levels to be able to face unanticipated and ambiguous business conditions. In this case, organizations that are able to get engagement right can count on their employees to act in ways that are consistent with the organizational objectives, given the employees’ alignment with organizational values and standards. Finally, the relevance of engagement comes from employees themselves, who today are in charge of their own work paths and the definition of career success. More and more employees are looking for environments where they can be engaged and contribute to the larger picture.

Here is the catch. Many companies enjoy high levels of engagement, yet still struggle in terms of performance.  Unfortunately, high employee engagement alone does not guarantee an organization’s effectiveness. You also need real employee enablement – developing systems that provide for better support for the success of employees. Hay Group’s research suggests that frustrated employees represent a significant lost opportunity for organizations – individuals who are aligned with corporate goals and energized about making a difference, yet are held back by roles that do not fully leverage their skills, or by work environments that are not supportive or create barriers in the way of accomplishing their work.

From a motivational perspective, leaders have these employees right where they want them. But when it comes to allowing them to be as productive as they can be, leaders are missing out. The truth is, frustrated employees are unlikely to persist over the long-term in this state, no matter how motivated they are. Engaged employees need to have the confidence that the organization is doing all it can to promote their success, rather than having to worry about obstacles in the form of non-essential tasks or procedural red tape.

An ‘enabled’ work environment essentially points to two do’s. The first, optimized roles, allows employees to be effectively aligned to their job roles, such that their skills and abilities are being put to good use. The second relates to a supportive environment, where work arrangements are structured in a way to facilitate, rather than hinder, individual productivity. For true enablement, employees must have all essential resources at hand that are required to get a job done – information, technology, tools and equipment, and financial resources.

Effectiveness, when implied as a result of ‘engagement’ and ‘enablement’, has proven to impact the bottom line. Our research with hundreds of companies shows that organizations in the top quartile on engagement exhibit revenue growth 2.5 times more than those in the bottom quartile; but the companies in the top quartile on both engagement and enablement achieve revenue growth 4.5 times greater! Companies with high engagement levels also demonstrate 40 per cent lower turnover rates than those with low engagement; but those that both engage and enable employees display a 54 per cent reduction in voluntary turnover rates. Clearly, this shows just how central employee engagement can be to an organization’s success when combined with appropriate levels of employee enablement.

How can your organization listen for signs of employee frustration? You can ensure you are doing the best possible job of enabling your employees with the following in mind:

  1. Managers must combine engagement (the use of motivational tools), with enablement (the act of providing employees with effective resources), in order to reach optimal levels of employee satisfaction and productivity.
  2. Managers must listen carefully to their teams for common frustration themes, and address them by prioritizing goals, advocating for resources and minimizing workflow disruptions.
  3. Organizations with supportive environments limit the extent to which work tasks ‘crowd out’ personal time by permitting employees to complete the most vital tasks as efficiently as possible. Employees are likely to feel better about staying late or coming in early if they are working on tasks with a clear purpose and are given the authority necessary to make decisions about how best to accomplish their objectives.
  4. Instead of waiting for the annual review to discuss performance, managers should create a culture of dialogue about goals, priorities and challenges throughout the year.
  5. Organizations must provide adequate training, support, and discretion to grow—and not hold employees back with excessive procedures, decision processes, lack of resources and overly narrow roles.
  6. Conflict between the operational goals of different departments often diminishes cooperation. To fix this, interdepartmental communication must be strengthened by sharing both people and information.
  7. Managers need to identify where individual goals are competing with shared goals and must work to eliminate, or at least minimize these obstacles.

Read more about keeping your workforce switched on in our Employee Engagement e-report,

Engagement alone is passé. Think ‘Engagement + Enablement’

You want to develop an effective workforce. But at the same time, you believe that engagement is enough to keep your employees involved. Time to introspect, we say.


Every company wants to create an engaged workforce. But how many of them are consciously working to both engage and enable their employees?

In every organization, there are a few select people, who are completely committed to their work and their organization. These are those members of the workforce, who go the extra mile, above and beyond their roles. Not only do they produce work of superior quality, but they also demonstrate the potential to be the leaders of tomorrow. The key word here is ‘potential’. It is therefore, no surprise that organizations too want to leave no stone unturned, in their effort to retain this valuable talent. So what do most companies do to hold on to their high performers? Let’s see. I am sure you can think of the usual employee engagement methods. Surveys, training programs- you know. The works. After all, we all know that our workforce is our greatest asset, right? Wrong.

Organizations may think that they are doing enough by engaging their precious resources. But, here’s a fact. Engagement is not enough. Your efforts to engage your workforce are not enough. This will not keep them from walking out the door.

The ‘frustrated’ employee

Now that we’ve stated some blunt facts, here is an elaboration.  Yes, ‘engaged’ employees are ‘motivated’ employees. But in the wrong environment, these valuable assets can end up as ‘engaged and frustrated’ employees.

Since, these employees are motivated, they do put in the extra effort to ensure they do a good job to match your expectations.  But, here’s what we want you to pay attention to. What if you have a highly motivated employee in a mismatched, unsupportive environment? In this unfavorable situation, it’s only a matter of time, before the negative and harmful feeling of frustration sweeps in.

What do frustrated employees do? Break through, break down or break free?

In The Enemy of Engagement, Mark Royal and Tom Agnew identify three things that could happen with highly engaged, but frustrated employees. Number one- these individuals could break through the barriers in their path and reach their goals, through sheer perseverance. Number two- these high potential employees could break down in the face of the obstacles and simply reduce the amount of effort they put in. Or number three and the most likely of all, they could just break free and move on to greener pastures.

So, what’s the solution?

Here’s what we suggest. Identify the ‘missing link’ and do something about it. Engagement is not enough; employees need to be enabled too. To frame it in one phrase, think ‘engagement + enablement’.

Our extensive research displays that organizations are not focusing enough on ‘employee enablement’, which essentially involves creating an environment conducive for getting things done. Enablement could take on various forms, such as supporting employees in reaching their goals, removing needless barriers to productivity and ensuring that the right people are doing the right jobs.

The best recipe for success in the workplace is a combination of engagement and enablement. Engagement can help create feelings of motivation and commitment to the organization, and enablement will help sustain this.

Take the case of an online money lending firm, which was undergoing a massive strategy and brand change, during the time it decided to have an employee effectiveness survey done. The survey ensured that all the employees’ concerns about the changes were sufficiently addressed, by linking the effectiveness parameters to the key performance indicators of the business. The result? The survey confirmed that 49% of the employees expressed a desire to work for the company for more than 2 years, as opposed to only 27% of them just six months ago.

So, here’s what every organization can do to retain its talent. Study various parameters, such as performance management, employee empowerment, the availability of resources and training opportunities, the degree of collaboration present, and structure and process of the work. Only through an elaborate process like this one, will you be able to identify the barriers to employee effectiveness. And as we all already know, step one of solving any problem, is to acknowledge that you have an issue at hand, which needs to be fixed. Our first piece of advice- take the crucial first step.

Read more about keeping your workforce switched on in our Employee Engagement e-report,