The Tell-Tale Signs of an Unhappy Employee
By Graham Jenkins, TEC Chair
A fully engaged team is more productive. So how do you know if they are fully engaged? And what do you do if they aren't?
You don't need to conduct an organisational climate survey to
check the overall satisfaction of your employees. Managers can
easily carry out periodic checks on staff morale by adopting a few
good habits. It can be as simple as buying them lunch or a coffee
and asking them how things are going; or, it could be something a
little more structured like one-on-one meetings or huddles with the
team.
During these 'check-ins', look out for red flags and be ready to
take action. You can quickly nip problems in the bud or get someone
back on the rails before they affect morale elsewhere. A manager is
a leader whose own behaviour can inspire or dampen enthusiasm.
People expect a manager to respond to such warning signs quickly
and professionally.
Here are some of the red flags that staff may present to indicate
unhappiness with their job, the company, the boss or their fellow
workers.
Absenteeism
Everyone is entitled to call in sick from time to time, but out of
character time away from work, may be a sign that an employee is
seeking greener pastures. Or it may mean that the employee's
dissatisfaction is causing stress-related ailments.
Time-stealing
Comes in late, takes longer breaks. But always leaves on
time.
Decline in performance
Missing deadlines? Letting the team down? An unhappy employee has
difficulty concentrating on tasks, therefore compromising
productivity.
Withdrawal from others
An unhappy staff member may hole himself up in his own little
world. If you see someone no longer mingling with others like they
used to, it may be a warning sign that something is wrong.
Unusual impatience or irritability
Raised voices? When the smallest thing ticks off an employee, it
may indicate lack of sleep, problems at home or frustrations with
the job.
The best leaders notice these warning signs and spend time with
the staff member and find out what the problem is. Coach your
managers to regularly check-in with their direct reports. It is not
something that new young managers always feel comfortable with. The
team member must always feel that his immediate supervisor is
sincere and willing to help. The strength of the relationship
between boss and worker is critical to having them fully engaged
and staying on board.
Keeping up morale
While monetary rewards are always appreciated, at the end of the
day, employees stay because they feel good about and appreciated
for what they are doing. Anthony Tjan, CEO of venture capital firm
Cue Ball, says that the secret to employee loyalty and retention is
to give employees "meaningful roles."
Tjan states, "It is a basic condition of human behaviour and
psychology that many business leaders often forget: people are
driven as much or more by intrinsic meaning as they are by
extrinsic rewards."
Managers must learn to give considered and honest feedback. Open
communication allows employees to air their sentiments without fear
of being judged. If they know that management listens to them,
takes their thoughts onboard and provides a response and/or action,
employees feel respected and can be more inclined to stay.
Saying "thank you" for good work is just as important. Recognising
employee contribution helps boost morale and makes them feel that
they are making significant input to the company. Letters and cards
of congratulation are so important to some people that they are
treasured for years. Make a point of discovering what your
employees like to receive for a job well done.
Job security is of significant importance to workers. Employees
like to know that they have a future in their job. One of my TEC
members tells me that his team were visibly relieved when he told
them that the financial crisis was over and the company was trading
well again.
Development and training to improve skills helps keep people
engaged. Another of my TEC members invited some of his key staff to
attend a TEC speaker session on time management and was surprised
at the enthusiasm of the feedback he received.
Happy and engaged employees create productive companies. With
attention, encouragement and open communication, you will find that
your staff will stay put and help the business grow.
Graham
Jenkins coaches and mentors chief and senior executives as a
Chair with The Executive Connection (TEC).