It’s good to talk
Clear and healthy dialogue is at the heart of all good relationships. Relationships in the workplace are no different to those in the world outside. The most important relationship anyone will have at work is the one with their line manager. The adage “people leave bosses not companies” does have some truth. In a recent Glassdoor survey, a fifth of employees who had recently resigned said it was down to their boss or line manager. This relationship can make or break your experience with a company, so it makes sense for organisations to encourage both sides to get talking.
Regular reviews or check-ins can be the right catalyst to fuel this relationship. Setting aside a recurring time in the diary for line managers and their reports to get together and discuss issues inside and outside of work, can be make a huge difference.
For managers it’s a time when they can get to know their employee, how they like to work, what issues they are facing and address any problems before they get out of control. It is also a time when they can give recognition, an important cement in the relationship. According to a recent survey from Reward Gateway highlights just how important it is. 49% of employees said they would leave a company where they didn’t get it.
For employees it gives them a dedicated time to seek advice, bring up issues and highlight any areas of progress or concern. By getting together on regular basis, there are no hidden surprises and employees feel comfortable about opening up about their career plans and also about any issues that may be troubling them outside of work.
One of our clients, video game producer, Splash Damage, places huge importance on encouraging a constant dialogue between managers and employees. “We need a ‘present temperature’ of what’s going on in the business,” says . Over the last two years, managers and employees have had monthly one-to-one conversations. To give managers a framework and to keep the format fresh, these have had a different theme every month, for example career planning or training needs. Appraisd underpins this process by providing a system where objectives can be stored and updated, reminding managers to book in meetings and tracks job satisfaction. In this way, rather than replacing conversations, technology can be used to encourage more talking which helps to build these all-important relationships.
Read more about Splash Damage’s experience and how other organisations get managers on board in this piece from the June issue of People Management.