How to boost employee morale simply

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May 15, 2018 | People | 0 comments

How to boost employee morale simply

by | 15 May, 2018 | People

Spend a moment researching on Google, and you’ll discover thousands of surveys about staff motivation and employee engagement, which are all largely saying the same thing: employees are motivated by being involved.

It’s simple when you think about it. People hate being managed and controlled, so if you tell them what to do they’ll actively resist you. Force them to do something a certain way, and no doubt they’ll find a way to get around your prescriptive processes.

The truth is that three-quarters of people who voluntarily leave their jobs don’t quit their jobs, they quit their bosses.

Demotivated and disengaged staff will have a huge impact on employee productivity, your organisation’s overall performance and ultimately your bottom line.

Take a second to think about the following – organisations with engaged staff experience:

  • 25% greater productivity
  • 2.5x more revenue
  • 50% higher customer loyalty levels

So how can you successfully involve your staff more in all aspects of your organisation without causing chaos?

What do we know about Helen who uses Process Bliss?

Say hello to Helen. Helen is your typical graduate. She left university a few years ago with dreams of making a difference. She earned good grades and wanted to carve a niche for herself in the corporate world by putting all that learning into practice.

She started in her first proper role, but the induction and on-boarding process was sketchy, so she was left feeling a bit overwhelmed, not remembering anyone’s name, IT hadn’t set her laptop up properly, the business cards were still on order and no-one showed her where the loo was.

Helen struggled on, choosing to just put her head down and get through her probationary period. But every day she discovered new things that were broken, not running as efficiently as they could be, or aren’t even done. Every time she asked ‘why?’, she was met with the same response, ‘this is how we’ve always done it’.

Helen was frustrated beyond words. She decided it was time to make a change. It may be the smallest thing in the world, but if she could only get an efficient process in place for re-ordering stationery, not only could she have a notepad without planning it weeks in advance, but everyone could have post-it notes and whiteboard markers, they could even have the greatest of all the pens – a BIC Crystal! Everyone would be happy with a BIC Crystal. Helen tried her hardest, she even surveyed the staff and put a PowerPoint presentation together to show her manager Joe, but Joe didn’t care, he just shouted at Helen to get on with her job.

Now Helen often feels demoralised, and having finally found the loos, she’s spent many hours crying in one of the cubicles. Things have even got so bad that she has considered leaving her job. She still holds this desire to make a positive impact on the world, and she’s happy to keep suggesting a new way of doing things, she doesn’t even mind if someone says no, just as long as they consider it, but she is terrified to do that because of her past experiences. She can’t risk Joe going ballistic at her again.

Helen’s happy optimism has now been replaced with a dark sadistic streak. Now she oftens dreams of poisoning Joe’s coffee but instead just makes it with the wrong ingredients because she knows that it pushes the control freak’s buttons – it’s about the only thing that makes her smile at work anymore.

One day, Joe called a meeting in which he proudly announced the introduction of Process Bliss. Hailed as simple process software he said that it would empower Helen and free her to focus on what matters. But Helen was wary, there was no way that a simple piece of software could give her work purpose, make it more rewarding and make her feel more fulfilled, particularly if it was something that Joe said she had to use.

What Helen didn’t realise was that Process Bliss seemed to understand that what was really needed was just a different way of working with Joe. Rather than shout at her for doing things wrong, Process Bliss just patiently supports her to do it right, and if she can’t do it right then Process Bliss doesn’t mind and says that she’ll explain it to Joe. After all, Process Bliss knows that Helen is a clever person, if she can’t do something there must be a good reason.

It’s why Process Bliss is really keen to hear all Helen’s suggestions. But rather than immediately report each one back to Joe, Process Bliss collects them all up over time and runs through them process by process. It means that when processes need to change, Joe can just review all the suggestions and make the necessary updates. It’s dead simple.

What really surprised Helen is how much Process Bliss has changed Joe. Process Bliss just knows how to make him feel happy that everything is being done how he wants and as a result he’s actually been really encouraging with her.

Now Helen secretly quite likes Joe. She’s even making his coffee the way he likes.


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