All employees need to feel respected, especially those with titles and positions that don’t typically confer a lot of respect.
Increasing owed respect is about sending signals to all employees that say: “you are worthy, you have dignity, you are a valued contributor to what we’re doing here.”
Leaders send cues when they communicate a compelling purpose and brand identity, make sure employees understand they are part of the team and that their contributions are valued, help employees grow, actively listen for input from all, and protect employees from assaults on their dignity or worth.
In addition to supporting the actions of leaders, organizations send respect cues through policies, procedures and programs that promote inclusivity, fairness and the recognition of good work at every level of the organization.
Actions to increase owed respect are rooted in love, so the first step for leaders who want to make sure every employee feels respected is to ask: “Do I love all my employees?”
There is a respect gap in workplaces: employees have a strong desire for respect at work, but too often they don’t receive it.
Employees’ experience of respect at work impacts their performance and sense of self-worth.
Employees value two forms of respect: owed respect, which is afforded to all and fulfills a human need to belong; and earned respect, which is provided to those who exhibit exceptional behaviors or performance and fulfills a human need to have our good work valued.
Owed respect and earned respect are functions of how people (especially leaders) treat other people, and of how people are treated by the policies, procedures and programs of their company.
Leaders need to be made aware of the respect gap because they rarely experience a lack of respect.
There are actions companies can take to make sure owed and earned respect is provided to their employees.
Dr. Julie Meek successfully created The Haelan Group – a company where the business and employees thrived together.
Quarterly Dialogue Sessions were the cornerstone of a systematic approach that enabled both incentive alignment and purpose alignment.
Incentive alignment: Every employee could earn an additional 2.5% of their annual salary each quarter (10% per year) for achieving individual and team goals that helped drive company performance.
Purpose alignment: In addition to hiring people with an interest in the mission of the business, during dialogue sessions employees shared their own passions and dreams (in life overall), which set the stage for discussions about how to better align job tasks and career paths to personal motivations.
Employees were accountable for driving the process with their managers, fortifying their ownership personal/organizational alignment.
In this blog post, we review the fourth and final cost driver organizations should consider when trying to lower healthcare and absence costs: business practices, which (though often overlooked), can influence 30 to 40% of these costs.
Conventional wisdom holds that poor health drives high health and absence costs. While health status does play a role, health is not the major cost driver it is often thought to be... In this blog post, we will explore three of the four cost drivers that should be considered when trying to lower health and absence costs.