Mounting workloads—common in our new workplace—and the accumulating pressure to “get it all done” combined with an absence of support, encouragement, or appreciation at some companies is taking a toll on their employees.
The nature of working relationships (whether in an office or a virtual setting) between managers, supervisors and colleagues affects employee attitudes, intentions and, behaviors.
Trust is the byproduct of a healthy relationship and it influences the effort an individual puts forth. Trust also sways feelings of unity, loyalty, and allegiance—emotional attitudes that have been demonstrated to affect the value of an organization over time. If your engagement scores are on the decline, chances are your managers are not using recognition enough to sustain “trusting” relationships.
An employee who trusts their manager is usually on the same page when it comes to goals and objectives and that represents the optimum workplace condition. The sense of “shared purpose” is especially critical in talent-based businesses where the free flow of knowledge, insight, and information are critical components to organizational efficiency.
Regardless of your business model, HR must begin to encourage employee recognition among managers as a way to counteract diminished feelings of trust brought on by workplace stress, uncertainty, and increased workloads. It is up to HR to provide the tools that can help repair and then sustain working relationships.