Engaged organizations with employees’ strength

full Article on Gallop – http://ow.ly/46IyE

The Three Types of Employees

On an organizational level, an engaged workforce using its strengths has a distinct performance advantage. On an individual level, knowledge of one’s strengths has a deeply emotional impact.

“One way people express engagement is with the feeling that ‘I’m dedicated. I’m loyal. I love this organization. It’d be really hard to get me out of here.’ That’s enduring,” says Kim S. Cameron, Ph.D., William Russell Kelly Professor of Management and Organizations at the University of Michigan’s Ross School of Business. “Another way is feeling really excited about or enthused about the day-to-day work, which may be more temporary. Both are good for companies.”

For those reasons, engaged employees are extremely valuable — they outperform employees who are not engaged and those who are actively disengaged on a multitude of performance metrics. “The impact of engagement at work has been well-established: The organization’s performance, its honest-to-goodness profitability, productivity, quality, and customer satisfaction are all affected,” says Cameron. “All of the work that gets at components of engagement shows wonderful outcomes.”

Perhaps the largest organizational commitment of all is an extension of trust. By explicitly acknowledging the uniqueness of each employee, organizations can energize workers’ independent thinking and creativity. This in turn tends to make their activities more financially productive.

Why? Because employees who know their strengths are better at knowing both the long-term and short-term goals of employee-customer interactions. They are also far more likely to care whether the interaction results in profit, more motivated to learn how to apply themselves, and likelier to know how far — and when — they can stretch business procedures and policies when the situation warrants it. Strengths development can accelerate this process by helping employees learn to be more intuitive and creative within the context of who they are. This is something everyone can learn to do better and can apply in ways that produce extraordinary financial returns.

The 12 Elements of Great Managing

full Article on Gallop – http://ow.ly/46IyE

Author and Credit goes to – Jim Asplund is Chief Scientist, Strengths-Based Development and Principal, Performance Impact Consulting with Gallup. He is coauthor of Human Sigma: Managing the Employee-Customer Encounter (Gallup Press, November 2007).


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