The role of L&D in re-engaging jaded or actively disengaged employees

Law firms that regularly use employee engagement surveys to inform the development and delivery of their people strategies will acknowledge that,
even when they have high engagement scores, there will always be some staff who slip through the net.

Statistics show that, typically, about 19 per cent of employees are not actively engaged, while a further 7 per cent are actively disengaged. This is a large proportion of people who are not fully contributing as they could to the firm's bottom line.

So, how can the learning and development (L&D) team help the firm's management to re-engage those who are lacking motivation or a sense of belonging? And, how can L&D still the troubled waters of those who are actively demonstrating discontent or disgruntlement?

Improving motivation

L&D offers a mechanism through which individuals can rediscover what is important to them and how they can contribute to the success of the firm if they have lost sight of their value to the business.

A successful intervention will have at least two strands:

1. a management and leadership programme; and

2. a programme for the personal development of individual employees.

It is important to offer these two approaches so that managers and individuals can work together on engagement endeavours.
After all, engagement is about the relationship between an organisation through its managers and leaders with the firm's people. Professional and personal relationships only work when all parties involved try to understand and communicate with each other.

1. Management and leadership programme

An engagement-focused management and leadership programme should address fundamental communication and
motivation skills.

The content of this programme
needs to stimulate inclusive thinking and prompt leaders to make a concerted effort
to understand the real motivators and interests of the people in their teams.
This will enhance their capacity for better dialogue with them and help team leaders to find ways that individuals can contribute more fully and feel valued for doing so.

L&D teams are well placed to assist managers and leaders to better understand the specific and varied forms that motivation can take. Many people fall into the trap of thinking about material, tangible motivators and glossing over the more emotional-based motivators, such as the desire to be acknowledged, involved and respected. One size does not fit all when it comes to motivating and engaging individuals.

2. Personal development programme

Managers, with the support of L&D, need to work with individuals to produce bespoke and agreed personal development programmes, including coaching and
training, to facilitate increased levels
of self awareness among those who
are disengaged.

Time and effort will need to be invested in disengaged individuals if they are to recognise their motivators, the impact of their behaviour on others and the opportunities they have to feel happier at work.

As unusual as it may be to discuss personal happiness, individuals who are happy at work will be more productive and engaged than those who are unhappy.

Firms need to work with individuals so that both parties:

1. acknowledge the importance and impact of individuals' competency on their allocated roles and responsibilities;

2. are open to receiving feedback to ensure individuals are on the right performance pathway; and

3. are confident in the knowledge that individuals' contributions are recognised and rewarded appropriately.

If these measures are in place, individuals
will be much better placed to be happy at their work.

Improving managers

The L&D function can support firms in this endeavour by coaching and training managers in how to better manage individual performance. L&D offerings will need to be aligned with the firm's competency framework or whatever performance criteria are used to define
the expectations placed on individuals
in their roles.

In addition, the use of behavioural preference profile tools (such as MBTI, Insights Discovery and DISC) by the L&D team can support managers' conversations about the self awareness and behavioural changes, which can help individuals to
find more satisfaction and enjoyment from their work.

By proactively engaging the L&D team, leaders and managers can re-engage disgruntled or jaded team members and gain a positive advantage from individuals often thought to be lost causes.

Sue Beavil is UK learning and organisational development manager
at international law firm Slater & Gordon
(www.slatergordon.co.uk)