Employees who believe their jobs are meaningful channel their discretionary effort into their work. The difficult challenge for companies and organisation is capturing the hearts and minds of good, reliable employees who are not stars but who are significantly more productive when engaged.
Great performers tend to be intrinsically motivated to begin with, plus they end up capturing most of the incentives companies offer—the most interesting work, big salary increases, promotions and bonuses.
Employees do not become engaged at work merely because they get paid a lot, or because they have a fast computer, a nice cafeteria or flexitime. Even inspirational leadership, on its own, might not do the trick.
Using BAI Coaching and Training tools to understand how better to tap employees’ “discretionary effort,” and possibly even get them into real and sustained “flow,” requires paying attention to their needs. It means understanding the needs and priorities of different segments of the employee population and taking action to meet those needs.
In sum, it requires a coherent people centred approach. The payoff is clear when organizations create the conditions for engagement and tap their employees’ “discretionary effort”: improved morale, higher productivity, and a dramatic boost in financial performance.
Boosting employee performance is about organizational change. It’s difficult and takes time. It requires research to learn more about your organization. It requires creating a system for encouraging continuous performance dialogue.
This is not just about processes and systems; it is about real changes in behaviour. And so it requires that senior managers adopt the appropriate managerial styles required to create a climate where engaged performance can happen.