Page 217 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

204B RE-ENGAGE

use in assessing whether a job has the opportunity to be intrinsically
rewarding to the individual employee.
This is different from a “job analysis” tool, where a human re-
sources analyst tries to identify the key responsibilities and tasks for a
job. Formal job analysis may be a necessary task in creating or modi-
fying a job, but it may not get at the ideas presented below, which,
according to our studies, lead to higher levels of employee engage-
ment. The more you are able to answer yes to the items that follow,
the greater the chances of that role having the potential for employees
seeing their jobs as enriching:

: Yes/No
Job Enrichment Filter Questions
Question
Do we have a method of selecting
:
individuals who have a natural talent for
the job or role, such as validated assess-

: ments and behavioral interviewing? Yes/No
Does the organization guard against
putting employees in a position where
the convenience and rules of the
company and the needs of the customer
unnecessarily clash, thereby putting the
employee in an uncomfortable position?
: Is there a mechanism in place where Yes/No
employees get immediate and meaning-
ful feedback on how they are doing?
: Do we allow good employees to explore Yes/No
new roles, acknowledging that their
“failures” may at times be more a reflec-
tion of our having placed them in the
wrong jobs, roles, or assignments?
: Do we help employees see how their Yes/No
work clearly contributes to the overall
success or mission of the organization?
: Do we watch closely for those moments Yes/No
when an employee seems to be learning
something very quickly, which may be a
sign of untapped potential?