employee satisfaction

Employee Satisfaction is Down & You’re Hemorrhaging Employees, But Do You Know Why?

Senior consultant

| 7 minutes

According to the latest Gallup report, bad management is a major cause of employee churn. Vayomar’s managerial development programs can help with that. Here’s how.

The job market is fiercely competitive. I’m sure you know this to be true. It’s hard enough to recruit enough workers to keep your organization up and running and meet those lofty KPIs, but, as of late, the heat has been turned up with respect to keeping those employees happy and on your payroll.

 

Yes, it’s true. Gone are the days when workers were thrilled by the simple act of receiving a paycheck at the end of the week (or month). While money is still important, it is no longer the sole consideration in taking or sticking to any particular job.

 

These days, a new sheriff is in town: the employee experience. With IPOs and Unicorns cropping up at every corner (for example, in Israel), employees can “afford” to be picky and choose to work for a company that meets their emotional wellbeing needs in addition to providing gainful employment. As startups and corporations alike increase their demand for manpower, employees have begun to wield their upper hand, demanding for better work environments, in exchange for their presence and productivity on the job. And remote work trends have enabled more and more people to secure “better” jobs without taking factors such as geographic locations and commute times into account (for example, in the US). These workers take those jobs that enable them to benefit from better communication, employee experiences, and quality of life; stark contrast to the organizational culture of yesteryear.

Your company may be great, but if your managers are lacking, your employees are most likely leaving

According to Gallup’s State of the American Manager report, “people are leaving managers, not companies.” Even if you haven’t seen the movie Horrible Bosses, the concept is easy enough to understand. It makes perfect sense: as managers are employees’ direct and strongest link to the organization (especially during the Covid-19 pandemic, while working from home under lockdown), the way your employees feel about their manager translates into how they feel about the company they work for as a whole. 

 

Roughly 50 percent of employees have left a job to get away from a bad manager and better their lives over the course of their careers. However, the effects of bad management extend beyond your employee churn rate; those who choose to remain under your employment often exhibit poorer performance and trend towards absenteeism. The result: reduced quality of work, lower customer ratings, and inhibited profit margins. 

workers

Bad managers are bad for business; good managers are great for your bottom line

The Gallup report further states that “managers account for at least 70% of the variance in employee engagement scores,” for bad and for good. Namely, while people do leave good companies and cushy jobs because of bad managers, the opposite is also true: people flock towards and stay at companies whose managers effectively communicate, responsibly delegate, and generally foster an environment of positivity, productivity, and rewards.

 

Great managers are your company’s #1 asset/perk. As such, it is clear that companies of all shapes and sizes should direct their attention toward nurturing their managers, and then leverage this newfound asset for recruitment and retention purposes alike. 

Develop your managers into employee-satisfaction generators with Vayomar

Vayomar’s managerial development programs are designed to transform your managers into nurturers of positive work culture and employee experiences. We help free up the executive leadership’s capacity to devise smarter and more resilient mid- to long-term strategies, while providing a stable, safe and empowering working environment for ALL of the organization’s employees by:

  • Shifting your managers from doing to enabling, and from execution to empowerment
  • Creating smoother interdepartmental communication to lighten the executive management’s load
  • Fostering organizational empathy to promote balance, stability, and growth, while breaking free of silo culture
  • Ensuring your managers speak “value,” and focus on essential business & operational goals
  • Teaching the art of clear and targeted presenting to senior decision makers

In the next post, we’ll take a deeper look at 10 paradigms that will take your managers from star players to star coaches. Stay tuned to learn more.

 

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Guy Shulberg

In my day-to-day life, I find that three abilities serve me best:

Curiosity – I ask lots of questions, everything interests me, and it enables me to have a fresh perspective on people’s problems.

Sincerity – most people are surprised by the extent to which I’m determined to help them.

Tolerance – I meet all kinds of people, on all organizational levels. I found it best to meet them where they are, and not where I think they’re supposed to be.

My training as a historian helps me ask the correct questions, my training from Vayomar helps frame every action I take as a service to somebody, and my background as an outsider reminds me of the importance of tolerance towards others.

“Latent structure is master of obvious structure.”
― Heraclitus, Fragments 

My recommendations:

The Anthropocene Review – a podcast about life in the Human Time.

A Canticle for Leibowitz,  by Walter Michael Miller Jr. A book about life between two nuclear wars.

Asterios Polyp  by David Mazzucchelli. A graphic novella on hubris, relationships, and happiness.