Three times thinking differently about engaging employees

The tight labor market continues to grip many an employer. From tired employees to major recruitment challenges, and the end is not yet in sight. Or is it? It strikes me that employers are massively motivated by the fear of employees leaving. As a result, they cling to them frenetically. This way, we create an unhealthy habit in the labor market with which we do not solve the capacity problem at all.

1. Make sure employees are work-wise in place
   

   When I have a conversation about employees and staff shortages, the topic of "binding and engaging" often comes up. Employers pull out all the stops to bind employees to them: extra vacation days, a gym membership, a leased car or paying for child care. And that's where I think we're missing the mark. Binding and captivating is okay, as long as it is work-related. And that is often precisely not the case. The result? Employees are 'stuck' in their jobs because they cannot earn as much anywhere else, with as many vacations and other perks. It remains to be seen whether the employee is in the right job. With all the ensuing consequences - such as absenteeism.

2. Focus on intrinsic motivation
   

   That absenteeism again leads to gaps in personnel planning. So what do you do as an employer? Start looking for new employees. That's mopping the faucet. It is time to turn off the tap and solve the absenteeism problem. You do that by taking good care of employees. Give them more autonomy. For example, stop recording vacation days and give employees room to take time off when they need it. Let go of individual targets and "writing hours" and rely on employee output. Autonomy also means giving employees the space to explore values and talents and let them discover what really suits them, both in work and private life. This ultimately increases their happiness at work. This reduces absenteeism and ensures that people are intrinsically motivated to stay.

3. Embrace the differences between generations
   

   So do employees all have the same motivations? Certainly not. In addition to having different interests and goals, these differences can also be distinguished between generations. A Baby Boomer is simply not Generation X, and a Millennial is not Generation Z. To make this clear, I would like to quote generation expert Kim Jansen, who spoke at our Anders Denken Symposium.

"People from other generations differ on what a job means to them. A Millennial has a very different outlook on life than a Pragmatist. This makes generations culture changers, even in the workplace. The energy of the young generation can give your organization a major update. And that is occasionally necessary to keep up with the times and stay future-proof. This does not mean putting older generations away in a box. No, it means understanding the other person's world. Employees among themselves, but also you as an employer towards employees. This gives you the insight you need to take good care of employees."

You cannot lump all employees together. Not even employees of the same generation. Everyone has a different outlook on life and a job has a different meaning for everyone. Give employees the space to search for that meaning and to arrange their jobs to fit their lives. That, to me, is the foundation in taking good care of employees.

Bring out the best in employees

Which Kim also addressed, "How do you get the best out of the people you have?" If you ask me, that's what employers need to focus on. Make sure you engage with employees. Ask if they are enjoying themselves. What they need to enjoy working or what they need to stay. It's fascinating if an employee eventually moves to another employer, because he is more comfortable there. Support this where necessary. If you want to grow and prosper as an organization, you have to prune from time to time. Don't put your energy into a dying branch, but into the branches that are blooming. Stay connected with them so that you reap the benefits for years to come.

Rudo Vissers, Founder paraDIGMA groep