Everyone wants to feel listened to and have their perspective considered. Whether it’s in a conversation with friends or fleeting talk in the grocery store, people long to be truly heard and understood. It’s no different in the workplace. Employees want to be heard and feel that they are valued, respected, and understood.
And while leaders may know they need to hear and understand what employees value, doing it effectively can be difficult. In today’s work-from-home or dual remote/in-office scenarios, finding real and meaningful connection brings more than the usual obstacles.
Technology advances connectedness.
Within the pandemic, employees face more obstacles to feeling connected. Remote work can make it harder for employees to feel the same level of human connection as in person. Though not everyone craves this feeling, it is still important to address this. When employees can give their feedback and see their leaders act, they feel more connected.
With the rise in work-from-home due to the pandemic, employers are exploring ways to solve for roles that are traditionally customer facing. Some of the main issues that employers are addressing right now are work from home and flexibility. How do we support employees in from-home and in-office roles? How do we meet increased requests for mental health support? Do our offerings align with employees’ needs amid inflation? In these areas and more, employees want to be listened to.
A great motto to embrace this is “Frequent touch, limited questions.” In addition to your annual companywide engagement survey, consider adding “quick touch” individualized engagement surveys to align with individual employee milestones. For example, after their first three months or on their one-year anniversary, send them a warmly worded, brief survey to let them know they are appreciated and to gather their perspective. These natural points can often be when companies typically lose people. Instead, reach out proactively.
The more you survey, the shorter surveys should be. Limit your survey to 10 questions or fewer. Three questions could be: What would make you leave? What would make you stay? What is one thing that we can do to improve your experience? These three questions are the gateway to a very valuable dialogue. If desired, other questions could address what is going on in the organization currently.
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