2020: An employee engagement roller coaster

It probably comes as no surprise that today’s employee engagement trends are volatile – a reflection of the unprecedented times we’re living in. 

In early May, following employers quick response to COVID-19, Gallup reported a record rise of engaged employees – those who are highly involved in, enthusiastic about and committed to their work and workplace. Just a month later, following the killing of George Floyd and subsequent protests and riots, reports showed the most significant drop in engagement since 2000 (when they started measuring) – a 7% decrease. Most recently, Gallup shared June’s employee engagement declines were short-lived, reporting a new all-time high.   

Do you have whiplash from the employee engagement roller coaster yet? With all of the ups and downs, you may be wondering what you can do to support employee connection, engagement, and wellbeing at your credit union. Consider these areas of focus: 

1. Communicate, communicate, communicate!

In June when Gallup saw a dramatic drop in engagement, communication was cited as a key factor. Employees said they felt less informed by their leaders and uncertain about the future of their company and role. As with any organizational change, communicate an update on your strategic plan, equip leaders with information, and give employees a space to ask questions. Tip: If your teams are disbursed or practicing social distancing, consider recording a video to make it more personal. 

2. Recognize employees 

With competing and shifting priorities, it’s easy to focus on what’s next and miss opportunities to recognize and celebrate employees. Ask employees and leaders to nominate peers who make a meaningful impact for members or co-workers. Don’t miss opportunities to celebrate a milestone work anniversary or the birth of a new baby, either. These stories and moments illuminate your values and culture, giving a dose of the humanity we all crave. Tip: Create a new award that recognizes an employee or team for change adaptation or innovation. Highlight the award(s) and recognition story on your intranet or at your next all employee meeting. 

3. (re)Set clear expectations & check-in frequently 

The financial landscape has changed so much since January, and chances are so has your credit union’s business plan and goals. Encourage weekly check-ins for employees and managers to connect personally, discuss work priorities and professional development. These conversations should focus on current challenges and opportunities, but it’s also important to revisit job duties and performance goals to ensure alignment. Tip: Ask about work arrangements and processes, and be prepared to take action (especially if there are roadblocks prohibiting an employee from doing their job.) 

4. Invest in your managers

Leaders are people, too. Gallup reports that leader and manager engagement is especially susceptible, likely due to juggling business and people priorities. Research shows that if a manager feels disconnected, their teams are also likely to exhibit lower levels of engagement. Equip your leaders with resources and tools to more effectively connect with employees and manage their teams. Tip: Manager oversight of process improvement, policy updates and procedure management may have taken a back seat recently. Re-assign these duties or set aside time to focus in these areas. 

5. Advocate for employee wellbeing & assistance

Employees are working more, taking less time off, and feelings of fear, divide and loneliness are at all-time highs. Now more than ever, credit unions can live the people helping people philosophy by advocating for employee wellbeing. A Portland-area credit union encouraged employees to take a personal wellness day if they need it. Another credit union hosted virtual appointments with a counselor through their employee assistance program (EAP). Tip: Consider what you can do to help the wellbeing of your employees, and be sure to remind them of any resources available through your benefits program. 

Hang on tight! 

This roller coaster is just getting started. With many school districts moving to blended or virtual learning this fall, COVID-19 cases on the rise, societal unrest around race relations, and a presidential election looming, it’s likely this isn’t the last up or down we’ll see in employee engagement data. Credit unions are uniquely positioned to respond to these unprecedented events, and can take action to enhance employee connection, wellbeing, and engagement. How are you engaging your employees? Comment below!

Putting people at the heart of return-to-work plans

There’s an end in sight for the days of remote work, drive-up member service, and A/B shifts. So, how are you preparing? Most return-to-work plans focus on logistics like sanitization and scheduling, but it’s important to consider how we prepare and engage our people in the process. Here are five actions you can take to ensure a successful re-entry: 

Get your house in order

Many employees are craving routine and community, and we need to be ready. With all the details that will plague us, it’s important to lead with social distancing guidelines and some quick wins to get the ball rolling.  

Action: Consider repurposing conference rooms, lunch rooms, and other communal spaces to allow for more distance. Be thoughtful about the shared workplace activities where employees come together like recycling bins, printers, and entry points. 

Engage employees in the solution

Last week, Chary Krout shared how leadership will impact employee experience now more than ever. She called out the importance of including employees in the return-to-work conversation, and to be clear that this process will involve compromises, and the goal is to find the best solution for the employee and to ensure team deliverables can still be met. 

Action: Create an exercise for departments to revisit team deliverables and goals, and reprioritize as needed. Then, talk to each of your employees to understand any unique working or scheduling needs and share the plan back to the team.  

Connect on a personal level

Stress and anxiety levels are higher than ever. Additionally, some employees are dealing with logistical challenges such as child/senior care, limited public transportation, and empty PTO banks. Don’t overlook the importance of asking questions and listening to see how you can help. 

Action: Have frequent and personal check-ins with your employees. Even a 5-minute phone call just to see how they are is meaningful. If they’re struggling, encourage them to reach out to Human Resources or remind them of the Employee Assistance Program (EAP).

Review employee goals and expectations

Work has changed over the past five months. Employee’s goals, job role and schedule might look vastly different. There’s no better time to come together, review goals, identify any changes and re-align expectations. 

Action: Schedule a 1:1 dedicated to the employee’s role and responsibilities. Consider: Is there a change in the goals and what is expected? Will a different schedule be requested or required? 

Prepare your people for what’s next

Credit unions are going to need to remain agile and pivot to address the ever-changing market conditions — and so will our employees.  Focusing more resources on professional development will not only help employees feel valued and grow their resume, but better equip your credit union for any future business disruptions.

Action: Prepare a customized development plan in partnership with your employee. Include a focus on technical skills, but don’t forget soft skills like resiliency and adaptability. Make sure you help your employees set aside time to complete plan activities and share their learnings with others.

With so much content and advice for businesses on the future of our work and how to prepare our workplaces, we can’t lose sight of what we’ve put at the center of our organizations for decades – the people. If you’re able to put your employees at the center of your return-to-work plan, you’ll not only ensure engagement, but demonstrate compassion—something we’re all craving right now.

Leadership will impact employee experience now more than ever

How we return our people to our offices and branches will be one of the most important employee engagement activities this year. Not only will our re-entry impact the bottom line, it will also impact our engagement survey scores, employees’ decisions to stay or look for other opportunities, and how they share their experience with members and prospective hires. 

So, as leaders, are we ready to challenge our personal working preferences to ensure the best employee experience? Here are a few questions to consider:

• Have employees been successful at home, and can they continue to work from their home offices? 

• Have managers set clear expectations and understand how employees are performing both in and out of the office?

• Can managers build connections with employees, manage performance, communicate messages and give recognition remotely? 

• Are there differences in how teams or departments work that could allow for unique return-to-work plans? 

• Can everyone participate in return to in-office decisions? 

As leaders, we need to assess our current beliefs, understand the true state, and then take action.  Time is passing quickly, so here are a few actions you can take:  

Come from a place of empathy: Start by acknowledging that COVID-19 has been and is a shared experience for us all. Acknowledge that each employee is unique and psychological safety comfort levels will vary.

Engage employees in the solution: Invite employees into the return-to-work conversation. Create an exercise for departments to revisit team deliverables and goals,  and reprioritize as needed. Then, talk to each of your employees to understand any unique working or scheduling needs. Be clear that this process will involve compromises, and the goal is to find the best solution for the employee and to ensure team deliverables can still be met. 

Communicate the why: Make sure shared goals and values are not forgotten in this process. Remind employees of why their work matters. If having employees in an office/branch is needed, be clear about why, and make sure they know how you are keeping them safe. Communicate often and make sure there is a ‘source of truth’ where employees can get the information they need.  

Create or revisit remote working resources: With a long-term mindset, look at your work from home policies and practices and re-evaluate how managers and employees will connect for 1:1s, dispersed team meetings, etc.  

Don’t be afraid to do the right thing: In the absence of a playbook, put humanity first— listen and find solutions in partnership with employees. An A/B schedule can ensure you have a response if someone complains, but being inclusive will drive employee engagement. 

Don’t let your personal preferences and beliefs interfere with one of the biggest employee-impacting decisions to date. When you engage employees in the process and solution, they’ll feel an increased commitment to the credit union, their team and your members. Now more than ever, we must live out our mission of “people helping people.”