Introduction

In today’s rapidly changing workplace, organizations of all sizes must find ways to attract and retain toptalent, increase productivity, and enhance customer service. One key factor that can impact all of theseareas is employee morale. Companies that prioritize employee engagement and satisfaction tend to havehigher productivity, lower turnover rates, and better customer service. Progressive companies have longutilized employee engagement surveys and other methods to measure employee morale to achieve thesebenefits. By gaining valuable insights into employee satisfaction and well-being, these companies canidentify areas for improvement and take steps to create a more positive and supportive workenvironment. In this article, we will explore the benefits of measuring employee morale, the differentmethods used to measure it, and how progressive companies are leveraging this information to gain acompetitive advantage in the modern workplace.

Common Ways in Which Companies Measure Engagement

• Employee engagement surveys: Employee engagement surveys are commonly used to measureemployee morale. These surveys typically ask employees to rate their satisfaction with various aspectsof their job and workplace, such as their supervisor, workload, and compensation. Research has foundthat these surveys can provide valuable insights into employee morale and help organizations identifyimprovement areas.
• Absenteeism and turnover rates: High rates of absenteeism and turnover can be an indication of lowemployee morale. Research has found that tracking these metrics can help organizations identifypotential issues with employee morale and take steps to address them.
• Performance metrics: Research has found that there is a positive correlation between employee moraleand job performance. By tracking performance metrics such as productivity, quality of work, andcustomer satisfaction, organizations can gain insights into employee morale and identify potential areasfor improvement.
• Employee feedback and suggestions: Asking employees for feedback and suggestions can be avaluable way to gauge employee morale. This can be done through surveys, focus groups, orone-on-one meetings with employees. Research has found that employees who feel that their opinionsare valued and that they have a voice in decision-making tend to have higher morale.
• Social media monitoring: Social media can provide valuable insights into employee morale. Bymonitoring social media platforms such as Twitter and Glassdoor, organizations can gain insights intowhat employees are saying about their workplace and identify potential areas for improvement.

We would encourage companies that have the resources to build a comprehensive employeeengagement monitoring program to do so while remembering that a comprehensive monitoring programis only the beginning. Companies must do something with the data that is collected. Several years ago Iworked for a company that did a great job getting employee surveys out about every other year. Theyalso did a great job getting the results to the leaders in the organization who could do something aboutit. What they didn’t do well was create an effective response to the data that was collected, nor did theycreate an expectation that the leaders within the organization should be held accountable for action orinaction around the results of the surveys. Over the years, the level of cynicism about the surveys grew, asdid the negative feedback. Some of my peers even called it the “employee disengagement survey.” Ouch!That was in a large corporation with virtually unlimited resources to build whatever program they wantedaround engagement. Considering the money they didn’t bother to spend to fix the issues the surveysuncovered, I find it likely that, by doing nothing, they ultimately chose the most expensive route of all. It’sinteresting to note, that well-informed, well-trained and well-rounded leaders are the best antidote todisengaged employees.

Fostering Engagement: Where Small Businesses Have aDistinct Advantage

When it comes to small businesses, it is clear they can’t compete on this level with large corporateentities in terms of detailed and expensive systems and programs. With limited resources, they may facechallenges in measuring employee engagement, but there are several clear and compelling advantagesthey can leverage to foster a more engaged workforce. Here are seven virtually free advantages smallbusinesses may have when it comes to employee engagement:

1. Access to the Owner: Employees of small businesses often have incredible access to the owner,hopefully, a well-informed, well-trained and well-rounded leader. They may often work side by side withthe owner daily. This gives the owner countless daily opportunities to positively impact employeeengagement.
2. Direct Communication: Forget the extra memos and the extra meetings! I don’t know a small businessowner who isn’t direct and up-front with their employees, constantly giving feedback and generallyletting their employees know where they stand. If anything, we have done significantly more work inhoning communication skills with our small business clients to be more effective by being morepositive. Nonetheless, having strong and direct communication from a business owner, especially thatwhich doesn’t spew out in overly negative ways, generally leads to more engaged employees.
3. Quicker Decisions: Leave the red tape at home. Generally speaking, small business owners can say“yay” or “nay” very quickly and without levels and levels of approval required. This helps to solve issuesquickly and doesn’t leave your employees wondering. After a decision, hopefully, with the appropriateamount of debate and robust discussion, employees can get right back to work, often heading in theright direction!
4. Stronger Sense of Community: That’s right! Small businesses often have a tighter-knit community andculture than larger corporations. This can create a stronger sense of connection and loyalty amongemployees, which can increase engagement and job satisfaction. Smart small business owners work onculture and community every day!
5. Greater Flexibility: Small businesses may have greater flexibility in terms of work arrangements, such astelecommuting or flexible scheduling. This can help to accommodate employees’ individual needs andpreferences, leading to higher levels of engagement and loyalty.
6. Opportunity for Growth: Small businesses may offer more opportunities for employees to take on newresponsibilities, develop new skills, and advance in their careers. This can help to increase engagementand job satisfaction, as employees feel that their work is valued and that they are making meaningfulcontributions to the organization. The best part is that small business owners can do this often withoutdamaging their employee’s psyches with endless interviews to get that promotion. A simple,well-written and mutually agreed-upon plan is a great way to help your employees advance.
7. Stronger Alignment with Company Values: Small businesses may have a clearer and more authentic setof values that are more directly aligned with the owner’s vision and mission. This can create a strongersense of purpose and meaning for employees, which can increase engagement and job satisfaction.

By leveraging these advantages, small business owners can create a more engaged and productiveworkforce, despite limited resources. By fostering a positive work environment, valuing employees’contributions, and providing opportunities for growth and development, small businesses can create acompetitive advantage in the modern workplace.

Trust is a critical component of successful organizational relationships. It is the foundation for effective communication, collaboration, and cooperation. In fact, without trust, it is difficult, if not impossible, to achieve the goals and objectives of any organization. Trust is essential because it creates an environment in which individuals are willing to take risks, share information, and collaborate to achieve common goals.

Despite the importance of trust, building and maintaining it can be a challenging task, particularly in today’s fast-paced and dynamic work environments. In this article, we will explore the factors that contribute to the development of trust in organizations and provide some strategies for building and maintaining trust over time.

Factors that Contribute to Trust

Trust is a complex and multifaceted construct that can be influenced by a variety of factors. Researchers have identified several of these factors which include ability, benevolence, integrity, and procedural justice.

Ability

Ability refers to the perception that a person has the knowledge, skills, and resources necessary to perform a task or achieve a goal. When individuals perceive that another person can perform a task, they are more likely to trust that person. For example, if a team member perceives that their supervisor can effectively manage the team’s workload and resources, they are more likely to trust that supervisor. This can be an obstacle for supervisors who are new to their role. Often, a new supervisor is learning on the job and can be caught in situations where subordinates perceive their ability as lacking. It is important in these situations that the supervisor can be seen by their subordinates to be working to improve their ability in their role, asking many questions and listening more than speaking.

Benevolence

Benevolence refers to the perception that a person is willing to act in another person’s best interests. When individuals perceive that another person is acting in their best interests, they are more likely to trust that person. For example, if a team member perceives that their supervisor is advocating for their interests and well-being, they are more likely to trust that supervisor. Conversely, a supervisor who is perceived to act mainly in their own self interests will undermine trust within their team and ultimately, their organization.

Integrity

Integrity refers to the perception that a person is committed to ethical principles and values. When individuals perceive that another person has a strong sense of ethics and values, they are more likely to trust that person. For example, if a team member perceives that their supervisor is committed to fairness, transparency, and honesty, they are more likely to trust that supervisor. Integrity often shows up during the most difficult circumstances and it is during these times that subordinates will be watching closely the actions of their leader. It is during these times of crisis that trust is often won or lost.

Procedural Justice

Procedural justice refers to the perception that decision-making processes are fair and transparent. When individuals perceive that decision-making processes are fair and transparent, they are more likely to trust the individuals who are making those decisions. For example, if a team member perceives that their supervisor is making decisions fairly and transparently, they are more likely to trust that supervisor. Processes around every day decisions should be developed to ensure transparency and consistency. For example, having a well defined hiring process and a well defined process for development and internal promotion will go a long way to ensuring a high level of trust and transparency within the organization.

Strategies for Building and Maintaining Trust

Building and maintaining trust requires a combination of behaviours, attitudes, and strategies that promote openness, transparency, and fairness in interactions between individuals. Here are some strategies for building and maintaining trust in organizations:

1. Communicate Openly and Honestly

Effective communication is a key component of building trust in organizations. Leaders should strive to communicate openly and honestly with their subordinates, sharing information about the organization’s goals, strategies, and performance. This helps team members understand how their work contributes to the larger picture and can improve their overall engagement. Additionally, leaders should be transparent about any challenges or obstacles the team may face, as well as any decisions that impact the team. Being honest and direct in their communication with team members helps leaders build trust with their subordinates.

2. Provide Feedback

Providing regular and constructive feedback to team members is another important strategy for building trust. This includes both positive feedback for a job well done and constructive feedback to help team members improve their performance. When leaders provide feedback, it demonstrates that they are invested in their subordinates’ success and development. However, providing feedback can be challenging, particularly if the feedback is negative or critical. To build trust while providing feedback, leaders should focus on the behaviour, not the person. They should be specific about the behaviour they want to address and provide examples of how it impacted the team or the organization. Additionally, they should provide actionable suggestions for improvement, rather than simply criticizing the behavior.

Another important aspect of providing feedback is to listen to the recipient’s response. This means allowing them to ask questions, provide additional context, or explain their perspective. When leaders listen to their subordinates’ feedback, it shows that they value their opinion and are open to hearing different perspectives. This can help build trust and foster a more collaborative work environment.

3. Demonstrate Consistency and Reliability

Consistency and reliability are essential for building trust in organizations. When leaders are consistent in their actions and decisions, it demonstrates that they are dependable and can be relied upon. This includes being consistent in their communication, decision-making, and follow-through on commitments.

Leaders should also strive to be reliable in their interactions with team members. This means being punctual, meeting deadlines, and being available when team members need support or guidance. When leaders are reliable, it shows that they respect their subordinates’ time and efforts, which can help build trust over time.

4. Lead by Example

Leadership by example is another key strategy for building trust in organizations. When leaders model the behaviours they expect from their subordinates, it creates a culture of accountability and trust. This means being transparent, following ethical principles, and demonstrating a commitment to the organization’s goals and values.

For example, if a leader expects their team to be punctual and prepared for meetings, they should model that behaviour themselves. If they expect their team to be respectful and inclusive, they should demonstrate those behaviours in their interactions with others. By leading by example, leaders demonstrate that they are invested in creating a culture of trust and collaboration.

5. Invest in Relationships

Building trust requires investing time and effort in building relationships with team members. This includes getting to know team members on a personal level, understanding their goals and aspirations, and providing opportunities for professional growth and development. When leaders invest in relationships with their subordinates, it demonstrates that they care about their success and well-being.

Leaders can invest in relationships by scheduling regular one-on-one meetings with team members, providing opportunities for training and development, and creating a culture of open communication and collaboration. When leaders take the time to build relationships with their subordinates, it can help create a more engaged and motivated workforce, which can ultimately improve organizational performance.

Conclusion

Trust is a critical component of successful organizational relationships. It is built on a foundation of factors such as ability, benevolence, integrity, and procedural justice. To build and maintain trust in organizations, leaders should focus on strategies such as communicating openly and honestly, providing feedback, demonstrating consistency and reliability, leading by example, and investing in relationships with team members. By focusing on these strategies, leaders can create a culture of trust and collaboration that can ultimately improve organizational performance and success.

At MSBC Group, we specialize in providing expert consulting services to small businesses just like yours. Whether you’re looking to optimize your operations, improve your business strategies, or enhance your overall profitability, we have the skills and experience needed to help you achieve your goals.

What is workplace trauma?

Workplace trauma is a serious issue that can be defined as a psychological injury resulting from exposure to an event or series of events in the workplace that are emotionally or physically damaging. Workplace trauma can take many forms, including sexual harassment, physical violence, bullying, discrimination, and even natural disasters.

The effects of workplace trauma can be far-reaching and long-lasting. Some individuals may experience symptoms of post-traumatic stress disorder (PTSD), such as flashbacks, nightmares, and anxiety, while others may struggle with depression, substance abuse, or other mental health issues. In severe cases, workplace trauma can lead to suicide or other forms of self-harm.

How many employees are affected by workplace trauma?

Research has found that workplace trauma is a significant issue that affects a large number of employees. While the exact number of employees impacted by workplace trauma may be difficult to estimate due to underreporting and variations in the definition of trauma, here are some statistics that provide an idea of the scope of the problem:

1. According to a survey by the American Institute of Stress, 65% of workers in the US reported that workplace stress had caused difficulties in their personal lives.
2. The National Institute for Occupational Safety and Health (NIOSH) estimates that about 70% of US adults have experienced some form of a traumatic event in their lifetime, and about 20% of those who experience trauma develop post-traumatic stress disorder (PTSD).
3. A study published in the Journal of Occupational Health Psychology found that employees who reported exposure to workplace violence were more likely to report symptoms of depression, anxiety, and PTSD.
4. A survey by the American Psychological Association found that 75% of US adults experienced at least one symptom of stress in the past month, and work was identified as a significant source of stress for many respondents.

Overall, while it may be difficult to estimate the exact number of employees impacted by workplace trauma, research suggests that it is a significant issue affecting many workers.

What factors contribute to workplace trauma?

Several factors can contribute to workplace trauma. First and foremost, it is important to recognize that any workplace can be a potentially traumatic environment, regardless of the industry or job description. However, certain professions such as law enforcement, healthcare, and emergency services are known to be at a higher risk for workplace trauma due to the nature of the work.

Additionally, workplace trauma can be exacerbated by workplace cultures that prioritize productivity over employee well-being, lack of support from colleagues or management, and a lack of resources for addressing mental health concerns.

How can Employers be proactive?

Employers need to take proactive measures to address workplace trauma and create a safe and supportive work environment. Organizations can take proactive measures to address workplace trauma by implementing policies, programs, and resources that support their employees’ mental health and well-being. Some resources that are available for organizations include:

• Employee Assistance Programs (EAPs): EAPs are confidential counselling services that support employees struggling with mental health issues, including trauma. Many organizations provide EAPs as part of their employee benefits package.
• Trauma-Informed Training: Organizations can provide trauma-informed training to their managers and employees to help them recognize and respond appropriately to trauma-related issues. This type of training can also help create a workplace culture that is supportive of employees who have experienced trauma.
• Mental Health Days: Some organizations offer mental health days to employees, allowing them to take time off work without penalty to focus on their mental health. This type of benefit can help reduce the stigma associated with mental health issues and encourage employees to seek help when they need it.
• Flexible Work Arrangements: Flexible work arrangements, such as telecommuting and flexible schedules, can help employees manage their workload and reduce stress levels. These arrangements can also be helpful for employees who need time off to attend therapy or other mental health appointments.
• Wellness Programs: Wellness programs that focus on promoting physical and mental health can be helpful for employees who have experienced trauma. These programs can include activities such as yoga, mindfulness meditation, and nutrition counselling.
• Support Groups: Organizations can also create support groups for employees who have experienced trauma. These groups can provide a safe and supportive environment for employees to share their experiences and receive emotional support from their peers.Workplace Policies: Organizations can im
• plement workplace policies that support employees who have experienced trauma, such as flexible leave policies and accommodations for employees with PTSD. These policies can help create a workplace culture that is supportive of employees’ mental health and well-being.

How can employees be proactive?

For individuals who have experienced workplace trauma, seeking professional help is crucial. This can include therapy, medication, and support groups. It is also important to communicate with colleagues and superiors about the situation and seek support from them as well.

Individuals within organizations can also take proactive steps to address workplace trauma. Some ways they can do this include:

• Educate themselves about trauma: Learning about trauma and its effects can help individuals recognize when someone may be struggling with trauma-related issues. It can also help individuals understand how to respond in a supportive and empathetic way.
• Practice active listening: When someone shares their experiences of trauma, it’s important to listen actively and empathetically. This means giving them your full attention, avoiding judgment, and expressing empathy and support.
• Offer support: If someone is struggling with trauma-related issues, offer support in any way you can. This could include helping them find resources, offering to be a listening ear, or connecting them with a mental health professional.
• Create a safe and supportive environment: Individuals can help create a workplace culture that is safe and supportive by being inclusive, respectful, and empathetic towards their colleagues. This can involve actively promoting diversity, equity, and inclusion, and speaking out against behaviours that create a hostile or unsafe workplace.
• Advocate for change: If workplace policies or practices contribute to trauma or create an unsafe environment, individuals can advocate for change. This could involve speaking to management or HR, joining an employee resource group, or advocating for policy changes at a higher level.
• Prioritize self-care: Finally, individuals can prioritize their self-care to better cope with workplace trauma and support their mental health. This could include practicing mindfulness, seeking therapy or counselling, or taking breaks when needed.

Overall, individuals within organizations can play an important role in creating a safe and supportive workplace culture that addresses workplace trauma. By educating themselves, offering support, creating a safe environment, advocating for change, and prioritizing self-care, individuals can help reduce the impact of workplace trauma on themselves and their colleagues.

Conclusion

Workplace trauma is a serious issue that can have debilitating effects on individuals and the workplace as a whole. Employers and individuals alike need to take proactive steps to prevent and address workplace trauma and to seek help when necessary. With the right support and resources, individuals can recover from workplace trauma and move forward in their careers and personal lives.

Some examples of resources that may be helpful include:

In USA:

– The National Institute for Occupational Safety and Health (NIOSH)
– The American Psychological Association (APA)
– The World Health Organization (WHO)
– The National Alliance on Mental Illness (NAMI)
– The Centers for Disease Control and Prevention (CDC)
– The Occupational Safety and Health Administration (OSHA)

In Canada:

– The Canadian Center for Occupational Health and Safety
– The Canadian Mental Health Association