By Virgil Benyayer
A Bain & Company study of 10,000 people in 10 countries revealed that only a third of employees claim to be loyal and motivated.
The same study shows :
a direct correlation between employee loyalty and customer satisfaction,
and a strong link between customer satisfaction and overall company performance.
In other words: team spirit is a strategic factor for success and sustainable growth.
A survey of senior managers (General Managers, BUs, Sales Executives) revealed four key themes:
Give meaning and an inspiring vision, and communicate regularly with teams.
Involve employees in decision-making, co-construction and problem-solving.
Take mental health into account at different levels: individual, collective, middle management and field.
Be aware of the growing isolation associated with certain functions (regional sales force) or new organizations (telecommuting).
These levers structure a genuine culture of commitment.
An initial diagnosis enables us to assess the real mental state of our teams. Even when managers think they have a clear vision, biases linked to the hierarchical relationship can distort perception.
Calling on an external third party encourages freer, more authentic feedback, closer to the reality on the ground.
The actions resulting from these diagnoses can be carried out by :
internal resources,
or specialized service providers, depending on the need and skills required.
By focusing on the mental well-being of its employees, Décathlon has significantly improved its talent retention rate, thereby reducing recruitment and training costs.
➡️ AnIRSE study shows that companies investing in mental well-being can reduce turnover by up to 59%.
By focusing on a positive corporate culture, employee engagement and quality customer service, Southern Airlines has seen its sales grow from $1.8 billion in 2008 to $22 billion in 2019, despite an industry under severe pressure.
The attention paid to the mindset of our teams has resulted in recognized operational efficiency… and spectacular financial results.
The mind is both :
a curative or preventive tool against corporate ills (turnover, absenteeism),
and a lever for continuous improvement, as in top-level sport.
Initiatives linked to RPS (psychosocial risks) and QVCT (quality of life and working conditions) illustrate the importance of this dimension.
To ensure lasting results, the ideal solution is tointegrate mindset-related practices directly into managerial processes and routines.
ON THE SAME THEME :
