Employee engagement is a hot topic these days due in large part to the so-called “Great Resignation.” Since the pandemic started, workers in all industries have been quitting their jobs and seeking employment elsewhere.
Whether they want greater work-life balance, an increase in pay, or simply to see if the grass is greener on the other side, workers are moving on and forcing employers to pivot in order to keep the wheels rolling, so to speak.
Turnover is nothing new to the trucking industry and represents a significant risk to the company’s success. The driver shortage, coupled with the issues mentioned above, are requiring motor carriers to re-evaluate their processes for attracting and retaining quality talent. This change of talent management strategy requires leaders to get creative and think outside the box if they want to maintain productivity.
One way to approach this issue is to redefine the acronym KPI. Typically associated with key performance indicators, a KPI is a set of metrics used to measure if a company is meeting specific performance goals.
However, this acronym can also be used to reflect a leadership style designed to improve employee engagement. By keeping people interested (KPI) in their jobs and their companies, motor carriers may be able to offset the impact of the great resignation.
Below are several low-cost suggestions to help improve employee engagement. Consider these ideas and the “Call to Action” items below as you evaluate your risk management approach to this issue.
CULTURE
Building a culture where employees want to go to work, and excel on top of that, starts at the top. Senior management’s responsibility is to establish a work environment that reflects company values. For example, establishing a culture with an unwavering commitment to safety demonstrates that the company wants to protect its most valuable asset: people. Likewise, building a culture that focuses on diversity, equity, and inclusion can help make everyone feel welcome and respected.
AWARDS AND RECOGNITION
Recognizing employee contributions and giving awards for performance achievements is a great way to keep people interested in their jobs and the company. Whether an employee is recognized in a company-wide email or newsletter, praised in the hallway, or acknowledged in a meeting or company party, showing appreciation for a job well done sends a strong signal to employees that their contributions matter to the company’s success.
PROFESSIONAL GROWTH
Providing opportunities for employees to grow within their roles and with the company can help improve employee engagement. This can start with defining career paths for every job so employees know the next steps in their career ladders. Offering training and education as well as relocating a high performer to a new location to assume a new role can be great motivators to attract and retain talent.
CALL TO ACTION
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Establish a culture that reflects the company’s commitment to diversity, equity, and inclusion.
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Create an awards and recognition program to celebrate performance achievements.
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Provide personal growth opportunities to employees.
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Define career paths for each job.
The information in this article is provided as a courtesy of Great West Casualty Company and is part of the Value-Driven® Company program. Value-Driven Company was created to help educate and inform insureds so they can make better decisions, build a culture that values safety, and manage risk more effectively.
Note: These lists are not intended to be all-inclusive
This material is intended to be a broad overview of the subject matter and is provided for informational purposes only. Joe Morten & Son, Inc. does not provide legal advice to its insureds or other parties, nor does it advise insureds or other parties on employment-related issues, therefore the subject matter is not intended to serve as legal or employment advice for any issue(s) that may arise in the operations of its insureds or other parties. Legal advice should always be sought from legal counsel. Joe Morten & Son, Inc. shall have neither liability nor responsibility to any person or entity with respect to any loss, action, or inaction alleged to be caused directly or indirectly as a result of the information contained herein. Reprinted with permission from Great West Casualty Company.