How to Maximize Worker Engagement and Productivity
The University of Oxford has researched and concluded that happy workers are 13% more productive. Company culture has an overwhelming effect on a worker’s happiness, particularly when there are opportunities for providing and receiving mentorship. Positivity is further fostered when the supervisor is in tune with the team members’ struggles and concerns and can provide the necessary coaching.
The Importance of Building and Nurturing Relationships
Ever important are building and nurturing relationships. This applies to creating and maintaining cohesiveness internally within the organization. It additionally creates business development opportunities when employed with current and potential business partners.
How to Perform a One-on-One Evaluation
Paramount to worker engagement is the concept of conducting one-on-one check-ins with team members. Ideally, these are conducted by team leads and managers. They should not be solely a performance review. Rather, they should be a genuine focus and interest on the well-being of the team member. A basic format for a one-on-one can be as simple as follows:
Begin the meeting by establishing a focus for the purpose of the one-on-one.
Explore what is transpiring professionally and personally (but obviously not too personal).
Plan an action or goal to work on and check accountability for a past objective.
Close with a recap of the discussion and a commitment for further conversations.
A suggested meeting rhythm for one-on-ones is 1-2 times per month at 20-30 minutes each. As organizations implement regular one-on-ones, they will build a solid culture and realize higher worker engagement.
The first three steps of the hierarchy are solely to meet the basic requirements of being effective. Hitting these levels creates a foundation for continuous improvement. To go above and beyond, and to enhance growth possibilities, the next three steps complete the pyramid of efficiency and reach the point of delivering maximum value.
Intelligent Land Operations
Based on our experience working with multiple organizations large and small, we developed Intelligent Land Operations. This theory is comprised of six steps that lay out what land departments need to be doing to evolve and survive while maintaining their low G&A.
In the following installments, we will go through each step of the Intelligent Land Operations hierarchy and the actions you can take to evolve. This series is not asking you to forget everything you know about land and land administration, but it will challenge you to think differently about how common key functions have been performed. It will also provide ideas and insights to consider in order to create the most value for investors and stakeholders in any environment.
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