ASHISH KHATRY,
General Manager,
Proactive Talent Solutions
Introduction
As Mauritius prepares to celebrate the Labour Day on May 1st, it is an opportune moment to reflect on the dynamics between employers and employees. Amidst the festivities, it’s crucial to address the prevalent issue of the employer-employee disconnect. This article delves into the causes, consequences, and potential solutions for bridging this gap, fostering healthier and more productive work environments.
Definition
The term « employer and employee disconnect » denotes a lack of alignment or harmony between employers (companies or organisations) and their employees. This misalignment can manifest through differences in expectations, breakdowns in communication, conflicting priorities, or disparities in values and objectives.
What are people looking for at work?
Employees seek employers who understand and support diverse human experiences and well-being. However, navigating these complexities can be challenging for employers.
Willis Towers Watson’s pioneering research has identified key factors shaping a high-performance employee experience (HPEX), emphasising connection through purpose and people, and contribution through work and reward. This holistic approach recognises that employees derive satisfaction from both connecting with colleagues and contributing meaningfully to the organisation’s goals. Effective engagement requires aligning these experiences with the company’s mission and providing adequate recognition and growth opportunities.
How to recognise disconnection?
Recognising disconnection involves monitoring productivity levels, turnover rates, absenteeism patterns, and customer satisfaction trends. A decline in these areas often signals underlying issues with employee engagement and morale. These signs indicate a lack of motivation, commitment, and satisfaction among employees, which can adversely affect organisational performance.
Moreover, a negative workplace reputation resulting from disconnects can deter skilled professionals from considering job opportunities within the organisation. Prospective candidates often research company culture and employee satisfaction before applying, and a disconnect can diminish the appeal of the employer brand.
We are currently in a candidate’s market, implying that job seekers hold the advantage due to high demand for their skills and limited supply of qualified candidates. Therefore, to remain competitive and attract top talent, organisations should address the employer and employee disconnect.
The National Employee Engagement Survey
In 2023, a nation-wide study entitled “the National Employee Engagement Survey” (NEES) was carried out at the initiative of Business Mauritius, in collaboration with the Human Resources Development Council, and designed and conducted by Willis Towers Watson (WTW).
The aim of the NEES was to offer employers a unique opportunity to obtain actionable data concerning key areas such as skills gaps, employee sentiment, collaborative working environments, incentive among others.
Some 267 companies participated in that survey, which included 25% of the Top 100 Companies in Mauritius, and 60% of the Top 10. Overall, 21,600 employees responded to the survey, giving a clear picture on the levels of engagement to drive organisational change.
Whilst the NEES revealed that the overall engagement score was 85%, 3 industries scored lower than the national average – ICT, Financial and Insurance Activities, and Education.
Despite a strong retention rate, employees may be disengaged. This is reflected by the overall retention score of 83% in the same study, but with an eNPS of -5%. Employee Net Promoter Score or eNPS assesses how likely employees are to recommend their company as a place to work.
How can we address the disconnect?
1. Go beyond workplace essentials.
When organisations focus on workplace essentials (compensation, supervision, setting clear goals and organising work), employees’ experience of the workplace doesn’t vary a great deal from one organisation to the next. However, even though workplace essentials will not significantly impact the ability to achieve high performance, they still get a lot of leadership attention and investment.
2. Don’t look at engagement scores superficially.
Functional teams vary in engagement levels, requiring tailored solutions. Leaders must delve into disengagement causes per department. Post-survey, organisations should personalise strategies, considering factors like age, gender, tenure, career level, and life stage. This approach enhances satisfaction, retention, and productivity, fostering a supportive environment. Employees feel valued and motivated to excel. Avoiding a one-size-fits-all approach ensures effectiveness in addressing pockets of disengagement within the organisation.
3. Teambuilding barely scrapes the surface.
Team-building activities can contribute to improving engagement within a team, but they are not a standalone solution. While such activities can foster camaraderie, collaboration, and communication among team members, sustainable engagement requires addressing deeper issues such as leadership effectiveness, alignment with organisational goals, and workplace culture. Team-building should be part of a broader strategy that includes regular communication, recognition of achievements, opportunities for professional growth, and a supportive work environment.
4. Develop your people rather than command and control.
Organisations must shift towards a coaching approach, rather than perpetuate the industrial-era leadership model of “command and control”. Managers should allocate 40% of their time to fostering employee growth through feedback, mentoring, and training. Neglecting personal development signals disregard for employee needs, as highlighted by the NEES findings.
5. HR should be more strategic rather than administrative.
As the demands of today’s workforce escalate and the pool of qualified candidates diminishes, the role of human resources must evolve significantly. Formerly focused on administrative tasks, HR leaders should transition towards strategic « people operations, » ensuring optimal staffing to drive business growth. This necessitates HR’s involvement in planning and budgeting discussions, aligning people strategy with long-term business objectives.
Conclusion
With Labour Day approaching, let us acknowledge that bridging the employer-employee gap demands a comprehensive approach beyond the workplace essentials. Transforming organisational mindsets nurtures a supportive workplace culture vital for success. Therefore, ignoring this divide not only leads to attrition but also complicates talent acquisition.
For the employee, prioritising these aspects fosters greater engagement, career advancement opportunities, and a positive work-life balance, ultimately leading to enhanced job satisfaction and personal fulfilment.
For the employer, prioritising these aspects ensures talent attraction, employee retention, competitive edge, customer satisfaction, organisational growth, and profitability.