How To Reliably Assess Worker Job Satisfaction And Engagement
- Judging how satisfied and engaged people are at work is not easy. There is a huge amount of research suggesting many different ways of keeping people satisfied and engaged but there is very little proven practical advice - no magic 100% accurate test or form exist. This is probably because the less satisfied and least engaged people are more likely to hide their real feelings and avoid confrontations (especially if they are well paid). Because of this the following list is based almost entirely on my personal experience of assessing a persons job satisfaction and engagement through observation.
- Data needs to be interpreted correctly. I have come across all manner of questionnaires, tests and interview techniques that have been designed to assess how well people are doing within the workplace. In all instances they require a manager to make assessment. These assessments by their very nature are subjective. If you are the person making these judgements you must make sure that the data being collected is accurate and that you know the individuals involved. One of the best ways to do this is to make time to see how people work on a day-to-day basis. For me, as a coach, this was easy. Everything I needed to know unfolded in front of me everyday. For most managers I have worked with this means stepping out of their office and actually mingling with the workforce. In summary have systems in place to formally collect and record the performance, opinions and attitudes of everyone in your organisation; then apply well informed (human) experience to create a fair and valuable assessment.
- Recognise that there is a strong correlation between job satisfaction and the sense of well-being an individual feels in the workplace. Everyone has their own idea about well-being and I have yet to find a workplace that delivers 'all things to all people'. There are however some basics all organisations should aim to provide; A clear understanding of what is required From each Individual. Good leadership. A safe and pleasant work environment. Respectful, inclusive and caring culture.
- Allow room for the fact that a happy employee is not necessarily a productive employee. There will always be people who love their job and can be relied upon to support management, entertain their co-workers and chat to clients four hours. The problem is that so much goes into these 'positives' there is no time left to do the actual job. In this instance the manager needs to have a very clear view of what constitutes a valuable worker.
- I am not sure what the difference is between the modern term ‘Engagement' and old-fashioned ‘Dedication’. I think in all practical senses they are the same. To me a dedicated employee; gets to work on time, commits to the overall goals of the organisation, performs well consistently, works well with others. These traits in themselves offer valuable evidence for, or against, a persons level of dedication.
- Prioritise job security. projecting a sense of job security, especially for a small company, may be difficult. Everyone is aware (especially in 2018) how fragile businesses are. But this does not stop leaders from emphasising that everything they do is to ensure the long term prospects of the people they employ
- Accept interpersonal-relationships matter. Every level of management in an organisation amplifies mistakes. Just like rumours which often take on a life of their own, a clash between a supervisor and employee at one end of the structure can be blown out of proportion by the time it hits the top of the management chain. Because of this it is vital that everyone is given a right of reply at every stage. This is not only placates junior colleagues it provides important information on which senior managers can base their final assessments.
- Decide is it a career or a job? I have found that a sure sign of engagement comes when someone makes it clear that they are interested in progressing up through the company. I know many managers who think employees just use career progression as a stepping stone to another job. Even if that's true it is still very satisfying for a manager to help people make their way in life.
Notes:
- Some jobs by their very nature are dreadful. They may be boring, physically demanding, dirty, dangerous or a combination of all four. It may be that looking for traditional signs of satisfaction and engagement is a waste time.
- The higher up the corporate tree you are the more important having some interaction with the workforce becomes. As a young student (working in a department store) I remember the effects a surprise visits from the owners (Lord ? - email me and i'll tell you who it was) had on everyone. It's only now I realise how valuable it must have been to him.