Learn a new skill.
Find another job?
In 2019, 16%* of people included looking for a new job in their new year’s resolutions. How many people in your business are feeling the same way this week – and why do they want to go?
And if you don’t know, how can you find out?
A good, people-centric manager will know how an employee really feels about their job, how likely they are to leave, and what they need to do to make talented team members stay. They’ll understand that work is just one part of any individual’s blend – the different elements in their life that make them feel happy and fulfilled – and that getting the best out of an employee is about understanding all of those drivers.
In fact, a truly people-centric manager will realise that those other resolutions are just as important as finding a job – and can have as much influence on employee retention throughout the rest of the year.
Say you have a high-flying salesperson that is great at their job, and happy doing it. Work, for them, is good – but the other parts of their blend are not. They’re not getting to the gym as much as they used to, and it’s slowly starting to have an impact on their health and wellbeing. All of their work-based metrics may be fine, but dig a little deeper and you’ll find a high-performing employee who could be open to offers from your competitors if it allows them to find a better work-life blend.
A people-centric manager will know the right questions to ask to bring these issues to light. They’ll look past performance statistics and output in one-to-one meetings, to get a true picture of what drives those figures and motivates the employee.
The great thing is that any manager can become people-centric. They just need the structure, coaching and support to do it.
A people-centred management platform, like OpenBlend, gives a clear structure to follow, building open, honest dialogue into one to one meetings and coaching managers on how to lead and respond. By providing a tool to track results, both managers and their talent are given full accountability: these aren’t just conversations to be forgotten, but actionable plans.
In the meantime, here’s something to add to your management team’s resolutions for the new year: three questions to ask in every one-to-one.
Are you happy?
It’s a simple question, but how many of your managers ask this to their team members regularly? This conversation needs to go beyond ‘did you have a good weekend?’ or ‘how’s the kids?’ to a deeper, more sincere line of questioning, in an environment that encourages an honest – not an easy – answer.
Are you feeling confident?
They may seem confident, but are they really? High performing employees can often be the most at risk from low-confidence, especially if they have more work on their plate than they can handle and little time to reflect on their development. Asking this question can prevent a further slide that impacts their wellbeing and productivity.
Are you stressed?
If they are, why are they stressed? Is it because there is too much work, or not enough resource, or because they’re missing knowledge and training that will make their job easier? Or perhaps it’s a logistical reason relating to travel and home. Whatever it is, addressing stress head-on and finding the root cause is better than a burnt-out employee.