{"id":38279,"date":"2024-07-24T15:00:56","date_gmt":"2024-07-24T20:00:56","guid":{"rendered":"https:\/\/trainingmag.com\/?p=38279"},"modified":"2024-07-24T15:00:56","modified_gmt":"2024-07-24T20:00:56","slug":"lighting-the-spark-at-work","status":"publish","type":"post","link":"https:\/\/trainingmag.com\/lighting-the-spark-at-work\/","title":{"rendered":"Lighting the Spark at Work"},"content":{"rendered":"

When I was a teen and into my early 20s, I vacationed with my family every summer for a week at a resort in the Pocono Mountains in Pennsylvania. Earlier this month, we returned there for the first time in 30 years to celebrate my mother\u2019s upcoming 75th<\/sup> birthday, introducing spouses and children to the experience.<\/p>\n

I immediately was struck by how much had changed\u2014and at the same time, how many things stayed the same. One thing that stayed the same was the engagement and loyalty of the staff. I recognized several names and faces from three decades ago, including one of the events coordinators, \u201cJoey The Kid,\u201d who is no longer a kid but clearly still loves and takes pride in his job.<\/p>\n

That was the case for all of the other staffers we encountered\u2014from the recent high school graduates to the retired corporate Baby Boomers and everyone in between. Our meal server greeted us with a smile and correctly memorized every breakfast and dinner order not only for our table of eight, but for the table of 16 behind us\u2014no pen, paper, or tablet in sight for those four days. The drivers of the resort shuttle buses (which my husband only half-jokingly referred to as \u201cwhite angels on wheels\u201d after three consecutive 18,000-step days) cheerfully circled the property hour after hour transporting guests from their rooms to the lake, pool, recreation areas, and dining hall. The staffer overseeing the bocce tournament happily proclaimed he had \u201cthe best job in the world\u201d as he handed out gold medals to the winning team.<\/p>\n

The Secret Sauce<\/h2>\n

So what\u2019s the secret sauce for engaging and retaining employees\u2014for lighting the spark at work? It may very well be treating them like customers, believes Krysta Van Ranst, CEO and founder of learning and development consulting firm Building PPL. \u201cProviding our employees with the same attention, resources, and five-star service we extend to our clients creates a work culture where they feel valued, have the tools to do their best work, and gain a deep understanding of their role in achieving business goals,\u201d she explains. Find out the three steps to create a customer experience for your employees in \u201cWhy Treating Your Employees Like Customers Is Key to Their Retention and Engagement.\u201d<\/a><\/p>\n

Another ingredient is ensuring employees care about their work, notes John Jordan, an L&D manager at Sendero Consulting. He details<\/a> how L&D can be the guide that helps them discover their professional purpose and bring next-level passion to work.<\/p>\n

Similarly, Jayson Krause, founder of training and coaching firm Level52.ca, advocates for a paradigm shift\u2014a move away from conventional engagement tactics toward asking each employee a simple yet profound question: \u201cWhat will make this the best year of your professional career?\u201d This inquiry slices through the peripheral concerns and zones in on what genuinely motivates people individually, he says.<\/p>\n

\u201cStarting with this simple question centers on personal values, growth, overcoming challenges, and the visceral thrill of achieving one\u2019s own metaphorical podium finish<\/em>. Engagement is not a static process but an hourly emotional event that, at its best, is tethered to a compelling vision,\u201d he explains in \u201cDisturbing the Status Quo: A Simple Yet Disruptive Approach to Employee Engagement.\u201d<\/a> \u201cIt revolves around feeling valued, challenged, and fulfilled. It\u2019s about perceiving a clear trajectory toward one\u2019s goals, backed by the necessary support and resources to get there. The anticipation of creating the best year of one\u2019s professional life is an incredibly motivating force.\u201d<\/p>\n

Connecting to your organization\u2019s why, providing employees with the space to innovate and create, and promoting a health-focused environment are all factors in an engaged and satisfied workforce, adds Helena T\u00f6nne<\/a>, HR manager at helmet-based safety company Mips AB. \u201cAt Mips, we conduct a weekly anonymous pulse survey, designed to measure employee engagement, enjoyment, and perceived work situations.\u201d<\/p>\n

Educational Opportunities<\/h2>\n

InStride<\/a> Chief University Officer\u00a0Michelle Westfort notes that one of the top methods companies have developed to increase employee retention is providing educational opportunities so workers can advance in their careers. \u201cIn fact, up to 71 percent<\/a> of global organizations plan to rely more heavily on upskilling and reskilling for retention this year,\u201d she writes in \u201cCustomizing Employee Education for Better Retention.\u201d<\/a> \u201cUnfortunately, at the moment, only 34 percent<\/a> of workers feel supported by their organization\u2019s skill development opportunities, so it\u2019s safe to say many of these current efforts are lacking.\u201d<\/p>\n

The answer, Westfort says, is to tailor development programs to better meet the unique needs of the organization\u2019s workforce. This includes aligning educational programs to in-demand job roles to address employees\u2019 individual career goals and desires for advancement, and to meet organizational objectives.<\/p>\n

Incentives for Learning\u2014And Performance<\/h2>\n

As organizations seek to reskill and upskill employees, some are turning to incentives to increase employee engagement in training and help reinforce the knowledge and skills they are learning. Indeed, 72 percent of Learning and Development (L&D) professionals use incentive, award, and\/or recognition programs in their current role, with gift cards being the most popular reward, according to a Training<\/em> magazine survey of 215 L&D professionals. See \u201cIncentivizing Training\u201d<\/a> for more survey results.<\/p>\n

Today\u2019s employees don\u2019t just want to be rewarded for learning, though. Research\u00a0from Blackhawk Network<\/a> (BHN) finds that the right recognition and rewards at work are needed to make employees feel more loyal, motivated, and valued.\u00a0\u201cOur data<\/a> shows that employees now expect a regular drumbeat of recognition at work\u2014a single reward at the end of the year is no longer enough,\u201d says Jeff Haughton, SVP, Incentives, Corporate Development & Strategy at BHN. \u201cThe sooner a recognition can happen after a key achievement, the better. This means employers need to rethink how they distribute rewards and recognition in today\u2019s modern workplace that is increasingly dispersed and digital-first.\u201d<\/p>\n

GiftCrowd<\/a> founder and CEO Eshed Doni notes that companies with recognition programs<\/a> experience 31 percent lower turnover and 28.6 percent lower frustration than those without. But, he writes in \u201cFostering Humanity at Work: Innovative Approaches to Demonstrate Appreciation for Employees,\u201d<\/a> fostering a culture of appreciation<\/a> requires targeted training. \u201cOrganizations build this culture by allowing managers to acknowledge and recognize team members regularly. Some incorporate formal recognition programs into the workplace; others find informal ways to add appreciation to regular team meetings and interactions. For maximum impact, he says, \u201cemployers must learn to personalize the gifting experience.\u201d<\/p>\n

How Do You<\/em> Engage Your Employees?<\/h2>\n

We want to learn more about your<\/em> organization\u2019s effective talent development and employee engagement strategies. Apply for our 2025 Training APEX Awards<\/a>\u2014which recognize excellence in employee training and development\u2014and highlight how you are empowering your employees to reach their peak performance and potential. To download the 2025 application and the quantitative and qualitative scoring guidelines, please visit:<\/p>\n

https:\/\/apex.trainingmag.com<\/a><\/p>\n

The deadline to apply is September 3, 2024.<\/p>\n

Let\u2019s Connect at TechLearn!<\/h2>\n

I hope you\u2019ll give us the opportunity to engage YOU at our upcoming TechLearn 2024 Conference<\/a> taking place September 17-19 in Austin, TX, where you can experience:<\/p>\n