Building Employee Relationships
To build employee relationships, it is important for you as a manager or leader to have an understanding of what matters to your employees, why, and how it can impact your productivity. Where does your organization stand related to these areas?
It is the day-after-day interactions that are key. When Towers Watson examined which behaviors influenced an employee's view of manager effectiveness, these top three emerged:
1. Manager assigns tasks suited to employee skills.
2. Manager clearly communicates goals and objectives.
3. Manager encourages new ideas and new ways of doing things.
This report shows that an effective relationship with one's direct manager can support engagement and energy.
What are managers and supervisors doing to build employee RELATIONSHIPS?
How am I encouraging and rewarding employee engagement?
1 What are our core values? This was emphasized in the beginning of the book. Do our employees know what our core principles or values are?
2 Does their work environment enable active participation to meet our guiding principles or values that I have set for the organization? Successes?
3 Do we coach employees, aligning them with our organization's objectives for continual improvement to drive business success? How?
4 How do we measure and improve our workforce engagement so that innovation is part of our culture?
5 Do we as a company recognize and reward the people working for us for their contributions and achievements regarding these values? How?
Future Competencies in Demand
Studies such as those done by Towers Watson have shown that employee recognition improves or builds performance and keeps employees with the organization.
A study called “Global Talent 2021,” conducted by Oxford Economic, with support from Towers Watson and other global employers, outlined the new competencies that would be in high demand in the future:
• Digital skills: Working virtually and using social media
• Agile thinking: Ability to deal with complexities and ambiguity, so they can assess and plan for multiple scenarios; interpersonal skills; effective physical and virtual teaming and collaboration
• Global operating ability: Including managing diverse groups of people, understanding international markets, being culturally sen- sitive
-  Global Workforce Study, “Engagement at Risk: Driving Strong Performance in a Volatile Global Environment,”Towers Watson, 2012.