Bridging the Employee Passion Deficit (Part 3 of 3)

KEY DRIVERS BEHIND PASSION ADVOCATES

In my last two articles, I have been discussing the Employee Passion Deficit as identified in a study measuring  employee passion.  The study measured both the employees’ passion for their job AND the organization they work for. 

For the employees who identified themselves as passionate about the job but not the organization, the study wanted to know what their managers could do to make them more passionate about the organization.

The primary predictors in order of importance were:

1. We have high standards of honesty in everything we do

2. The work I do is meaningful because it helps my organization fulfil its mission

3. My immediate manager or supervisor trusts me and treats me with respect

These findings tell us that the most passionate employees believe their organization has high standards of honesty and integrity in everything they do, while other groups of employees feel that they do not measure up to the standards they expect.

It is also significant to note that the two remaining drivers revolve around communication. It is only through good communication from leaders that employees will see that their work helps the organization fulfil its mission. Managers need to understand that employees need to know that their work is meaningful, and be able to demonstrate to all employees how significant their work is. Even the most mundane tasks are significant in their importance. The number three driver reflects the effort that managers put into building relationships with employees and value the contribution that each employee makes to the organization’s success.

The bottom line however is, there is no getting away from the importance of honesty.

Employees at all levels see straight through attempts to cover up problems, mislead people, or even worse, try to mislead customers.  And as we can see from the findings, a lack of honesty is the biggest factor in employees emotionally disconnecting from the organization.

In summary, the findings from the study suggest that organizations focus on the following:

• Increase honesty and transparency in all dealings with employees and customers.

• Help all employees understand the purpose of their jobs and how it supports the purpose or mission of the organization.

• Train and encourage managers and supervisors to trust their staff and to treat them with respect.

Bridging this gap can be the difference between having a team of highly capable people, but average customer service and high employee turnover, and having a team of passion advocates who excel in what they do and drive new business by offering an unbeatable customer experience. The difference is stark and the task is clear.

To learn more about this study or to inquire into how I can help you or your organization achieve better employee engagement and passion for BOTH their job AND the organization, contact me here or on LinkedIn.

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