Education and engagement

The lack of training or outright lack of interest of managers is the main obstacle encountered by companies that want to increase the level of commitment to their employees. According to Martin Vickers argues, the Institute for Corporate Productivity, promote commitment in times of economic uncertainty we live is key for organizations. Manea to inculcate the best, he says, is that companies are serious about training their managers in this regard.

The commitment the company is always a matter of prime importance, but in a moment of uncertainty as we live it is even more. When the faltering labor and employees are asked to do more for less, their stress levels rise and fall of commitment. As suggested by Mark Vickers, Institute for Corporate Productivity, in an article published by the American Association Manager, develop effective strategies for workers to have a good level of commitment is key today.

According to a survey conducted by the Institute for Corporate Productivity, late last year, only one third of American workers were very committed to your business. The level of commitment of nearly a quarter did not exist.

The survey, which involved 776 people, also revealed that four out of five workers, the commitment was important or very important. What happens then? According to Vickers, the problem is that many organizations do not know how to deal with this issue. "Commitment", in fact, can be seen as an unclear term that is so difficult to measure as to inculcate. Still, the author argues that there are several practical things that can be carried out to increase that commitment.

Culture and leadership

What the survey shows the Vickers referred to is that companies in which there is a higher percentage of workers involved are different from those where this percentage is lower in strategic areas that have actively promoted it. It also suggests that one of the best ways of strengthening it is to make sure that managers, including immediate supervisors are adequately trained in this area. In fact, a good relationship between employee and supervisor is seen as the main lever for which the worker agrees.

Still, most managers fail in this area. Less than a third (29%) of respondents to that survey said their officers were carrying out actions in this regard. 79% said their companies should. Only 15% agreed that their managers were well qualified to build commitment among its workforce.

Many leaders and managers must improve their skills. His lack of knowledge is a major barrier to get the employee's commitment. Therefore, companies should train their managers and make them responsible for actively apply their knowledge.

Interestingly, the highest levels of commitment are closely linked to good market performance (earnings growth, customer satisfaction, profitability ...)

Learning Culture

On the other hand, the article says, companies with more engaged employees rely on communities of practice drive or extending the powers of its employees. In short, they put emphasis on what can be termed "learning culture."

By contrast, organizations with lower levels of commitment does not take actions to avoid it, show ultimately passive. Moreover, when they have financial difficulties, many managers are tempted to overlook this issue for a second term.

It is true, on the other hand, stressful working conditions are an almost insurmountable barrier to generate commitment among workers. A third of respondents in the study referred Vickers said that such conditions inhibited to commit. These situations are not seen, however, as a major impediment in comparison with the fact that we mentioned before, ie, lack of skills (or interest) between management

Vickers argues, finally, that the commitment levels can be increased even in bad times, in which organizations can address and make the right decisions. A high level of commitment is linked to an improvement in customer service, improved productivity, is, in short, "healthy."