Judd Humpherys is a consultant in the home healthcare industry. He leverages expertise to drive gains in revenue, reduce tax liabilities, improve operations, development consistent census growth, and comply with all Medicare regulations. Clients attain and sustain outstanding results through the measurement of key metrics and enhanced employee engagement.




Introduction – The Value of Employee Engagement

If you to look at the role of management in a company and really boil it down to the basics, what is its purpose? Beyond payroll, hiring or even discipline, the main job of a manager is to make sure that the employees under their watch are as productive as possible; the performance of their employees is both a direct and indirect measure of success of a manager. It’s easy to say that, however even under the best of circumstances this is no small order! But what really is the sign of a successful manager?

All companies typically have some type of metric that they use to gauge employee behavior and they vary from industry to industry, even from company to company. This is the way a company or employee can be evaluated and action can be taken. That being the case, is there anything any of these metrics have in common from the standpoint of management? There is, and it’s employee engagement!

Employee engagement is one of the most important things a leader can hope to cultivate and is a true sign of a successful manager. The benefits are universal and include better attendance, lower attrition, increased productivity and a more positive workplace with happier employees. In addition, you have a workforce that is more flexible, easier to train and organize. In the healthcare industry, these qualities don’t just mean a smoother operation, it can mean patient’s lives! Given that these are just a few of the positive results of high employee engagement, it’s pretty obvious that this is something any company would want to encourage and grow, but how?

The first answer that may come to mind may be money. After all, we all like money! And while it’s true that a poorly paid employee is most likely not an engaged employee, scores of research actually show a different outcome. The general consensus of popular management book, as well as raw data, point to this surprising fact: assuming that an employee is compensated at a rate that is fair for their industry and location, simply increasing pay does very little to increase engagement. In reality, the last thing you want is a work force that is motivated solely by money anyway. For instance, the only thing that would stand between an employee staying or leaving the company would be the size of their paycheck. So, if we know that we can’t just throw money at the problem and hope for results, what can we do?

In the proceeding articles, we will cover a number of various points that can lead to higher employee engagement. The beauty of these points is that they can be followed by managers of every level and of companies of every size. What’s important to take away from these point is that they aren’t just a list of rules. Rather, they are a group of principles that can be molded to suit the individual needs of the company, manager and employee.

Below we will give a listing and a brief description of all of the articles that we will be discussing in this series. Each article will be given its own detailed explanation of its key point.

Consistency. It can be frustrating for employees to be engaged if they see inconstancies within management. This may cause them to feel unfairly treated or lose faith in the competence and ethics of their supervisor. Employees want stability and assurances in order to do their job correctly.

Organizational Structure. Not only do managers need to be competent, but the whole structure needs to be one that ensures sufficient employee support and direction without making them feel smothered. Additionally, making the chain of command accessible at every level so that things get done within the company. If one hand doesn’t know what the other is doing or employees feel micromanaged, the end results can be damaging.

Leader Empowerment. Managers and supervisors need to be able to act. This requires that they have the ability, training and motivation to do what needs to be done and at the right time. A leader can’t give “too little, too late,” as that would be not be a leader at all, but rather someone who has fallen behind. Slow and ineffective leadership slows down or stops progress, both on a company and employee level.

Accountability. It’s so easy to pass the buck! We have probably all worked for companies that had people do this and get away with it, but how did that make us feel? A lack of accountability can be quite damaging to the long-term goals of a company and in its employee engagement.

Quality. Most employees aren’t just there to pick up a paycheck; there is usually a level of pride in their work. When employees are proud at what both they and their company are doing or producing, it shows in their work and performance which reaps long-term results.

The end result in the implementation of these points by the management of a company is higher employee engagement and all the benefits it entails. But care must be taken to ensure the greatest rewards. As mentioned before, these are just principles, not hard and fast rules. This is done by design to make sure that whatever is implemented is best for the unique culture and circumstances of the company. In order to get the maximum results, management must tailor these points individually. Otherwise, it will be an “in one ear, out the other” exercise.

As we delve in further, think about your company and your own personal performance as a manager. The most effective use of this series would be as a reflection on our own selves and our companies. We should feel good about areas in which we may already thrive but still be humble and open minded enough to see where we can make changes. Not only will we see improvements in our own work, but this will trickle down to those under us. Taking a top-down approach is the best way to see quicker and longer lasting results in employee engagement.

Step1: Consistency

Author Bio: Judd Humpherys is a consultant in the home healthcare industry. He leverages expertise to drive gains in revenue, reduce tax liabilities, improve operations, development consistent census growth, and comply with all Medicare regulations. Clients attain and sustain outstanding results through the measurement of key metrics and enhanced employee engagement.


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